I’ve never been particularly interested in staying in one lane.

Different industries, different challenges, different stages of growth. But a common thread: I’ve always gravitated towards the work that sits between functions, where the answer isn’t obvious and someone needs to connect the dots.

I’ve worked alongside CFOs, commercial leaders, executives and founders. I’ve supported fundraising, helped navigate acquisitions, built executive reporting systems, translated commercial strategies into delivery plans and worked on everything from regulatory programmes to growth initiatives.

That includes the line between commercial and technical. I’m at home working with CTOs, engineers and technical founders: I build AI tools myself, so I understand enough of how things are made to ask the right questions, and I can translate commercial goals into technical priorities and back again.

More recently, I’ve found myself increasingly drawn to the other side of the table: building.

I co-founded Turnout, a sports and wellness community platform that connects clubs and people in a fragmented market, and have taken it from an idea through company formation and product development into testing. I lead its go-to-market, monetisation and product and UX, and came up with the concept for Poppy, our AI agent, which supports the coordination behind it all. Our fractional CTO builds it; I work with him to channel the vision into the product.

I’ve also worked fractionally with founders. At a seed-stage AI venture I’m part of the founding growth team, leading go-to-market. At Circus Capital, I work alongside the Principal as a fractional Chief of Staff, across strategic priorities, stakeholder communications, research and internal execution.

Across all of it, I build and experiment with agents, automations and reporting systems that make work simpler, faster and more intelligent.