I have sat in the chair your leadership team sits in.
20 years. Four global organisations. Fifteen countries. A €19.5BN P&L. I did not study complexity from the outside. I operated inside it.
The operator story.
For two decades, I held senior commercial and transformation roles inside some of the world’s most complex organisations. VP Global Commercial Excellence at Philips, responsible for 150+ countries and a €19.5BN P&L. Director of Commercial Transformation at Stanley Black & Decker across EMEA. Growth leader at Danaher, operating through the Danaher Business System. Business transformation at Ansell Healthcare across EMEA.
In every one of those roles, the presenting problem was commercial — growth stalling, margins under pressure, productivity declining despite increased investment. And in every one of those roles, the real problem was structural. The operating model had been built for an earlier version of the organisation. The market had moved. The system had not.
I spent 20 years learning how to find that structural point and fix it from the inside. Now I do it from the outside — for organisations whose leaders are living the same frustration I spent my career solving.
I founded Cynosure Consult in 2022 and created The Alignment Reset™ — a proprietary diagnostic system that makes the invisible structural problem visible, quantifies what it is costing, and stabilises it with precision. Not a framework borrowed from somewhere else. A system built from 20 years of pattern recognition inside complex global businesses.
I have sat in the chair your leadership team sits in.
20 years. Four global organisations. Fifteen countries. A €19.5BN P&L. I did not study complexity from the outside. I operated inside it.
€19.5BN
P&L influenced at Philips
150+
Countries, global commercial role
+14%
Oder growth delivered
20+
Years operating in complex B2B
“Give a person a fish and you feed them for a day. Teach a person to fish and you feed them for a lifetime. I work hand-in-glove with the client. It becomes their plan, their capability, their system. I do not leave them dependent on me. I leave them more capable than I found them.”
This is not just a values statement. It is a structural differentiator. Large consulting firms cannot replicate this model because their economics depend on dependency. Mine depends on capability transfer. Every engagement I take is measured by one question: does this organisation leave more capable than it arrived?
If this resonates — let’s talk.
The next step is a 30-minute Friction Point conversation. We identify which basepoint is compensating, put a number on what it is costing, and determine whether The Alignment Reset™ pilot is the right next step.
If this resonates — let’s talk.
The next step is a 30-minute Friction Point conversation. We identify which basepoint is compensating, put a number on what it is costing, and determine whether The Alignment Reset™ pilot is the right next step.
Or take a Friction Point Diagnostic first