Interim COO · Operations Director · Transformation & Change
Most operations grow in pieces. Then the business moves to a new stage, the cost base doesn't, and the investor wants a number. I make the operation one thing and take the structural cost out of it without breaking delivery.
Voneus Broadband, a private equity-backed UK altnet. Director of Deployment from January 2024, Chief Operating Officer from December 2025.
Where it starts
If two or more of these are true, the operation needs running while it changes. That's the job I do.
What you get
It's the same job at different scales: a UK telecoms operator, a $5.2Bn oil and gas programme, a commodity trader and a US Army brigade.
Operating model consolidation
Six functions into one directorate at Voneus. Engineering, business installs and project management into one national delivery function at Virgin Media O2, in six months. A US Army transportation brigade converted into an expeditionary formation.
Structural cost reduction
Operating costs halved at Voneus, £6.4M to £3.2M, as the business moved out of build and into commercialisation. Over $50M of programme savings for Chevron. At Noble Group I led the programme that implemented the base metals division's working capital reduction, $2.5Bn to $800M, through a falling market.
Field delivery at scale
At Voneus I took the network from 40,000 to 99,500 premises ready for service through five delivery partners, and set up an offshore network operations centre for 24/7 cover. Over 3,000 business circuits a year across southern UK at Virgin Media O2. A failing delivery partner recovered on a 1,600-circuit Virgin Media programme, securing £24M of revenue.
Operating rhythm and governance
The KPI and governance framework the Voneus exec team runs the operation from. A $1M logistics operations centre on Chevron's Kazakhstan programme, which Chevron recognised as best-in-class. A daily tasking cycle across 2,800 people, 500 vehicles and 20 vessels. It's the least visible part of what I do, and probably the part that sticks after I leave.
I'm not a strategy consultant. I run the operation while it changes. That's a different and less comfortable job, and I think it's usually the one an investor is actually buying.
Ways to engage
Interim
Full-time, for a fixed period. For when the seat is empty, or the operation needs resetting before you make a permanent hire. I run it day to day and hand over something that works without me.
Fractional
Part-time and ongoing, a set number of days a month. For private equity-backed and growing businesses that need COO judgement at ExCo and board level, but not a full-time salary.
Programme
A defined programme with an end date. Usually operating model consolidation, structural cost reduction, or moving work to outsourced and offshore delivery. We agree the outcome and how it's measured before I start.
Sectors: private equity portfolio operations, telecoms and digital infrastructure, utilities, defence, and energy. All assignments are contracted through GBA Consultants Ltd. I'm also open to the right full-time COO or operations director role.
Track record
Private equity-backed UK altnet. On the Executive Committee from January 2024, presenting to the board and working directly with the investor. Six functions consolidated into one directorate, operating costs halved and an offshore NOC established. Network grown from 40,000 to 99,500 premises ready for service. COO until 31 October 2026.
Led 15 programme and project managers on a portfolio that delivered £80-100M of revenue in 2022. Reorganised delivery into a regional model and brought in automation and Power BI reporting. Then merged engineering, business installs and project management into one national delivery function in six months.
Built and led the $1M logistics operations centre for the $5.2Bn FGP-WPMP capital programme in Kazakhstan, with over $50M of programme savings. Designed logistics frameworks for Worley's capital projects in Korea and Russia. Recovered a failing delivery partner on a Virgin Media programme, securing £24M of revenue and avoiding penalties.
Led the programme that implemented the division's working capital reduction, $2.5Bn to $800M, working with the trading desk and global operations. Ran cashflow forecasting of $100M a month through a falling market.
Commissioned from Sandhurst in 1993. Operational service in Bosnia, Kosovo, Sierra Leone, Iraq, Afghanistan and the Falkland Islands, where I set up the joint operations centre. Squadron command. Finished as Chief of Operations of the US Army's 7th Transportation Brigade, leading its conversion into an expeditionary formation.
How I work
It's called mission command, and it comes from the Army. I set the context and the deliverables. The people who own each area decide how to deliver them. My job is to join the parts up across functions, so fixing one corner doesn't break another.
A miss is fine if the risk was raised early, with a clear read on likelihood and impact. Late surprises aren't. And bring me options with a recommendation rather than an open-ended problem. I'll move much faster on a well-framed call.
I run GBA Consultants itself on automated, AI-assisted processes, with manual work as the exception. I'd rather show you that than describe it.
Contact
Earlier for the right assignment, and I'm also open to the right full-time role. Tell me what's changing in the business and where the operation is struggling, and I'll send my interim profile with a straight answer on whether I'm the right fit.
