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 job titles changed. Those habits didn't.
Talk to me
Close to the customer.
Close to the work.
I've run stores and helped launch a national network of 400 independent garages. Many were family businesses handed down through generations. The owner was still close to every customer, supplier and decision.
That taught me how quickly a commercial problem becomes an operational one. Pricing, purchasing, local demand and the day-to-day work all affect each other.
I've built sales teams from nothing twice, at a fintech start-up and a new garage platform, and led national teams for some of the biggest operators in their sectors. I've signed £13m personally, trained more than 60 salespeople and led 19 sales managers across the UK.
In a previous role, I cut five weeks from the deal cycle by fixing qualification, reporting and follow-up. It wasn't about asking people to sell harder. It was about giving them a process they could use and information they could trust.
I've rebuilt CRMs with sales operations, written plans for new markets and led tenders across operations, finance and legal. I know how to turn a sales plan into something the rest of the business can actually deliver.
The part I've always loved isn't the signature. It's working out why something isn't working, building the plan that fixes it, and staying until it does.
The work behind the numbers.
Signed personally
Contracts I signed myself, across 134 retail, leisure and hospitality sites.
Garages in year one
Signed to a brand new national network, many of them family-run businesses.
Salespeople trained
On a national programme I designed and ran, from onboarding to objection handling.
Sales teams built from nothing
One at a fintech start-up, one at a new garage platform.
Sales managers led
Across the UK, staying close to their teams and their customers.
These figures come from my previous commercial roles, not COOPER client results.
Something to do. Someone to love.
Something to look forward to.
And one more I hold to: something to give back.
COOPER is that fourth line. I've spent twenty years helping big businesses grow. The ones I've always cared about most are like the garages I signed back in 2017: built by one person, often handed down, held together by an owner who never stops. This is me putting what I've learned back into businesses like that, properly, and on their side of the table.
I take on fewer clients so I can get properly involved. You speak to me. I do the work. There's no junior team waiting behind the first call.
Outside work, I'm a husband, dad of three, guitarist and lifelong heavy music fan.
Straight answers.
Practical involvement.
Direct
Weak ideas are called weak. If the spend doesn't stack up, or the requested fix isn't what's holding you back, I say so.
Evidence-led
I give the numbers more weight than the loudest opinion. If the data can't be trusted, sorting that out becomes part of the work.
Involved
I stay close to implementation. A recommendation you can't act on isn't a result.
Commercial
I keep the work tied to what you want to change and what that change is worth. More activity isn't the point.
Tell me what's happening.
If I'm not the right person, I'll say so. The first conversation is free, 45 minutes, with no pitch.
Talk to meBased in Farnham, Surrey. Available on site across the South of England and remotely across the UK.