I founded a software company in 2014. Sold it in 2023 to a PE-backed acquirer. Stayed for two years to help with integration, left in 2025.
Before that I’d spent a decade doing the stuff that most founders find quite hard: selling to massive companies (British Airways, M&S, Primark, Nestle, Walmart), raising money from people I’d never met, hiring 100+ people and somehow keeping a 5/5 Glassdoor the whole time, and creating an exit from a standing start (no inbound interest, no obvious buyer) then managing an 18-month process with multiple parties to conclusion.
I’m now building again, but I’ve also got a set of skills from the last decade that are useful to other founders, and I’d rather put them to work than let them gather dust.
Three areas where I help founders
Selling your company ($5M–$20M)
Most founders at this stage have never done it and don’t know where to start. I’ve been there quite recently. I can help with the bit that comes before you hire a corporate finance firm. Going from zero interest to understanding why companies would buy you and who they’d be, mapping your buyer universe, getting in front of the right people without looking desperate, working out and maximising what your company is actually worth, and creating the competitive tension that gets you a better deal.
I can also help with the bit that nobody talks about: working out what you actually want from a deal (it’s rarely just the number) and making sure you don’t leave value on the table because you’re tired and want it to be over.
Using AI properly (if you’re not technical)
I’m not a developer. I was scared of the terminal 18 months ago. Now I run Claude Code daily with integrations across my email, calendar, health data, project management, and content workflows. I built products without writing code.
I think most founders are stuck at “I use ChatGPT for emails” and have no idea what’s possible. I can probably get you there in a few weeks. I can also help your team adopt AI across the business. Which, if I’m honest, most people know they should be doing and kind of aren’t, and the longer you leave it the more it feels like the gap is getting wider. It doesn’t have to be that complicated.
Sales and growing ARR
I personally sold millions in ARR to FTSE 100 and Fortune 500 companies. I’ve used MEDDPICC, Value Selling, Command of the Message. All the frameworks. I built SDR and AE teams.
I know what it feels like when you’re the CEO and you’re still the only person who can close a deal, and I know how to fix that. I also know how European enterprise buyers think differently to American ones, which might be useful if you’re expanding this way.
I’m not an agency and I don’t have a twelve-slide deck. For most of this it’s a few focused sessions, maybe a short sprint, occasionally something longer.