I help leaders make the decisions that move a company forward.

What I do

Most engagements start with advice: helping a founder or CEO frame the problem, test assumptions, compare options and make a decision with the whole business in view.

The scope can include strategy, finance, operations, revenue, people, fundraising, M&A or a transition. If the company also needs someone to own implementation, I can move from advisor to fractional COO or CRO with a clear mandate and boundaries.

Where this came from

At Onport I was the first hire and became COO. I helped scale ARR from around €100k to €2.5M at peak, and drove the strategic acquisition process that led to Farfetch. That was an operations mandate: building the model, the structure and the accountability that let a small team scale without breaking. The company sold marketplace technology to customers including Stadium Goods, The Collagerie and &Open.

At Rovo, working on the Assembly business, the mandate was broader: SVP Revenue & Operations, with responsibility across revenue, operations, finance and organisational structure, leading more than 40 people. We built the sales and marketing structure that took Assembly to 3x its revenue run-rate in a single year, in premium merchandising, fashion production and technology-enabled services.

Those two roles are why I do not treat operations and revenue as separate audits. At Assembly the revenue result depended almost entirely on operating decisions — who was resourced where, what the forecast actually assumed, whether pricing and delivery lined up — not on sales execution alone.

How I work

Advisory is direct and confidential: regular conversations, clear decisions, focused analysis where it is useful, and challenge where the thinking is weak. I do not create work for the sake of activity.

Fractional work is different: I take defined ownership, work inside the leadership rhythm and stay close enough to execution to change the outcome. The scope, decision rights and exit point are agreed up front.

Engagements are shaped around the situation rather than sold as a fixed package. The first conversation is used to decide whether the need is advice, fractional ownership or a different kind of help.

Background

I am based in Porto, Portugal, and work with companies in Portugal, Europe and beyond. My background combines management and industrial engineering with ecommerce, SaaS, marketplace operations, fashion production and executive leadership.

I typically work with companies from €500k to €50M in revenue and 5 to 300 people. I write about strategy, finance, operations, growth and the decisions founders face as complexity increases.