I find the right answer. Not a reason to sell you something.
I follow the evidence, whether the answer is better sales, a simpler process or a specialist who can do it cheaper.
For owners still carrying the business
Something isn't working as well as it should.
Let's work out why.
You don't need to know if it's a sales problem, a website problem or something else before you call me. Working that out is my job.
What does it look like from where you're sitting?
Maybe not more leads. The right people, a better reason to buy, or a faster reply.
- Targeting
- Proposition
- Follow-up
The symptom starts the conversation.
Evidence decides where we go.
Tell me what's going on
Free first conversation. 45 minutes, no pitch.
You speak to me, and I do the work.
The first problem mentioned usually isn't the whole problem.
Sales have gone flatMargins keep slippingI'm doing everything myselfThe website brings nothing inWe're about to spend on a new CRMSomeone new is taking our customersI know it could be better
I look across the whole business, find what's really holding it back, decide what's worth doing, and stay to get it done.
What you get with me
The problem doesn't always sit where the symptom appears.
Most owners I sit down with already have a theory. Sometimes they're right. Often the real issue is a step or two upstream, and fixing the wrong thing is an expensive way to stay stuck.
A sales problem isn't always a sales problem.
Often it's the wrong customers, a reason to buy that's gone stale, or enquiries waiting two days for a reply.
A website problem isn't always a website problem.
The site can be fine. The trouble is what it says, or what happens after someone gets in touch.
A people problem can be a clarity problem.
Good people get frustrated when nobody's said who owns what. In a small business, that usually means it all lands back on you.
A growth problem can be a capacity problem.
You can win the work and still go backwards if delivering it means every evening and weekend.
Who it's for
If you're also the sales director, the marketing team and the ops manager, this is for you.
- Growth has gone flat after a good run.
- Margins are getting squeezed and you can't see where.
- Someone new has turned up and is taking your customers.
- You're about to spend real money on a website, a CRM, a hire or an agency, and want a second opinion first.
- You're launching something new.
- You know it could be better. You just can't see it from inside.
If you need one specific job done, like SEO on its own, a specialist will probably suit you better and cost less. And I'll always tell you what I really think, even when it isn't what you were hoping to hear.
The experience behind COOPER
Twenty years of commercial work, now on your side of the table.
I've gone from the shop floor to running national sales functions. I've sold, led, trained and restructured inside some of the biggest operators in their sectors. That's the experience you get, working directly with me.
These are results from my employed roles before COOPER, not client results. Happy to talk you through any of them.
- £13min contracts across 134 sites
National multi-site partnerships
I personally negotiated and signed agreements with retail, leisure, hospitality and national brands. Lots of decision-makers, long buying cycles, and every site had to work.
One of the UK's largest parking operators - 400sites launched in year one
A national launch, at pace
I led 19 specialist sales managers through the launch of a brand new national garage network, many of them family-run, and grew customers by more than 30% in a market that wasn't growing.
A market-leading automotive parts distributor - 13 → 1companies brought together in three months
Restructuring at group scale
I sat on the planning committee that merged 13 companies into one business: 9,000 clients migrated and a commercial team of more than 50 people reshaped. I wrote the go-to-market plan for its biggest growth sector.
A multi-company services group - £986knew annual business in seven months
A sales function built from nothing
I built the national sales framework for a fintech app from scratch, taking the team to a 32% meeting-to-close rate and a £2.34m pipeline.
A fintech scale-up - 5 weekstaken out of the deal cycle
Process that changed the numbers
I designed the sales process, set the qualification and CRM standards and trained more than 60 commercial staff. Conversion went from the low teens to 36%, and I helped set up training for new teams in Germany and Denmark.
National training and sales leadership - £3.5mpipeline in six months
Big tenders and a channel relaunched
I relaunched a large-accounts channel and rebuilt its pipeline in six months. I've also led the tender for one of the UK's best-known stadiums, getting operations, finance and legal to agree on what we could really deliver.
Large accounts and complex tenders
Sectors I've worked in
- Automotive
- Retail
- Leisure and venues
- Stadiums
- Hospitality
- Mobility
- Fintech
About me
I started on a shop floor in 2006.
I kept two habits from it: stay close to the customer, and leave every place better than you found it.
The garages I signed in 2017 were often built by one person and handed down through families. Businesses like that are the ones I've always cared about most. The part I love is finding what's getting in the way, then changing how the work gets done.
More about meHow it startsNo packages. No menu.
No packages. No menu.
Just the problem.
- 01
A proper conversation.
Free, 45 minutes. You tell me what's going on. I tell you straight whether it's worth solving and whether I'm the right person.
- 02
A clear proposal.
Within a few days: what I think is really going on, what I'd do, how long it takes and a fixed fee. No day rate running in the background.
- 03
I do the work.
Finding what matters and fixing it, together. I stay hands-on until it's done, or hand it to the right specialist if that's cheaper for you.
- 04
I make sure it stuck.
We check it against what we agreed at the start, and you're left owning it, not depending on me.
You don't need a finished brief.
Tell me what's happening, what it might be costing you, and what you want to be different. If I'm not the right person, I'll say so and point you to who is.
Tell me what's going on