Working in close partnership
I like to work closely with the small number of providers I support so I can gain a deep understanding of the business and its challenges.
From there, the work is shaped around what the business actually needs — rather than simply delivering predefined services.
Working across the business
My approach is practical and collaborative, connecting the areas that shape how the business grows and performs.
→ Strategy, planning, execution
→ Marketing, sales, operations
→ Reporting, insight, performance
How I came to specialise in growing training providers.
I haven’t always worked in the training sector, but my work has always centred on helping businesses grow. The timeline below shows how I came to specialise in supporting training providers.
2018
Change in direction
In 2018, I left a role at a media agency to work independently with a mix of small businesses. Many were operating with limited resources and tight budgets, while still needing a high standard of execution and clear direction. As a result, my role quickly extended beyond delivery into setting direction — owning priorities, shaping decisions, and staying close to execution to make sure it all held together.
2018 onwards
Growth across industries
Through helping many of these businesses scale from early revenue into much larger operations, my client base grew steadily through word of mouth. Over time, this brought exposure to a wide range of industries and business models, shaping a broader view of what actually makes a difference when growing a business — and what doesn’t.
2020
The Breeze chapter begins
One of the most formative partnerships in that period was with Breeze Academy. Beginning in 2020, I was closely involved across every part of their marketing as the business grew from a single-founder operation into a national provider with a growing tutor base, dedicated support team, and expanding portfolio of courses. Today, they are the UK’s leading provider of acupuncture and dry needling courses, and the fastest-growing provider of sports massage courses.
Over time
Focus shifts to training providers
I soon found myself enjoying this work more than anything else I’d done. Training businesses are complex enough to stay interesting, yet still offer a clear path to putting things together when the right systems are in place. Combined with clearer margins and, in many cases, healthier budgets, it becomes possible to plan growth properly — rather than simply pushing activity and hoping it works.
Today
Specialising in training providers
I now work exclusively within the training sector, partnering with a small number of providers typically in the £500K–£2M range — where growth starts to feel less straightforward, complexity creeps in, and the business becomes heavier to run without necessarily becoming stronger.