Clear decision rights from outset
Clear authority, reserved matters and access to decision-grade information accelerate intervention while preserving the powers that properly remain with the Chair, board or sponsor.
Current availability
Current Availability
For more than thirty years, my career has combined substantial full-time executive appointments with a small number of Chair, NED and other part-time responsibilities.
The position below is maintained as an accurate statement of my current availability. Where there may be a suitable fit, I welcome direct contact.
Dated appointment capacity
Available routes
Current for the
| Appointment route | Status | Capacity |
|---|---|---|
| Interim CEO / COO | Available | Full-time · Duration determined by the mandate |
| Programme & Transformation Leadership | Available | Full-time · Programme or fixed-term duration |
| Special Adviser / Special Situations | Available | Full-time · Focused, time-bounded intervention |
| Chair / NED | Up to two appointments | Part-time |
The three full-time routes are alternative uses of one available executive capacity, not concurrent appointments. Trustee appointments draw upon the stated part-time Chair/NED capacity. All appointments remain subject to fit, conflicts, agreed authority and appropriate governance arrangements.
Location and working model: UK or international; on-site, hybrid and remote arrangements are considered according to the mandate. Opening-stage and control-recovery interventions will ordinarily require substantial on-site presence.
Contact
Choose the appropriate route
100 days
Regulated operation restored to positive EBITDA
£18.6bn
MOD transformation programme across 81 organisations
Public-company CEO
Externally recorded shareholder-facing leadership
13 years
Judicial responsibility under consequence
Mandate sought
Direct executive leadership where the ownership thesis, operating model or institutional condition requires material change.
Steven is selectively available for one substantial UK or international mandate where ownership, the Chair or the board requires direct executive leadership to recover control, improve performance, execute material transformation or prepare the institution for its next ownership or strategic condition.
- Interim CEO
- Interim COO
- Operating Partner
- Chief Transformation Officer
- Turnaround Executive
- Special Adviser — Special Situations
- Exit-readiness Leader
The strongest fit is an owner-managed, private-equity-backed, sponsor-led, regulated or institutionally complex organisation in which the presenting issue is not the complete problem and commentary alone will not recover the position.
Appointment triggers
Conditions in which intervention becomes worth the consequence.
- Deteriorating earnings, cash or operational performance
- Loss of operating or governance control
- Post-acquisition under-delivery
- Stalled or fragmented transformation
- Management or governance discontinuity
- Constrained or unrecoverable value
- Refinancing, covenant or liquidity pressure
- Post-merger or post-relocation integration
- Exit, sale or institutional-readiness preparation
- Material divergence between investment thesis and operational reality
Mandate conditions
Authority
Alignment
Evidence
Execution
One agreed outcome
One necessary future condition connects ownership intent, board authority, management accountability, capital and execution.
Operating evidence before inherited narrative
Testing assumptions, valuations, plans and performance claims against operating and financial evidence reveals what can still be protected and recovered.
Authority to act proportionately
Capable existing leaders are retained and strengthened; structure, priorities, resources or leadership change only where the evidence requires intervention.
First 30 days
Establish the condition, recover control and make the mandate executable.
If the first thirty days cannot wait, begin with the decision date and the condition now at risk.
Begin a confidential discussion
Permanent priorities
Institutional platform
Current programme · active development in 2025–2026
Windmill Family Office
A UK single family office providing governance, stewardship and succession architecture for family capital, assets, relationships and responsibilities across generations. Its public presence supports orderly engagement with private banks, lenders, professional advisers and other relevant counterparties.
Pan Africa Agric
Investor origination and detailed operating work are substantially delegated. Steven retains principal, strategic and governance responsibility, preserving capacity for one substantial external appointment. Following funding, operational responsibility is intended to transfer progressively to an appropriately constituted executive and agricultural leadership team.
Review the current PAA record →These capacities are institutionally distinct. Personal executive mandates are not WFO services, and separately constituted programmes are not WFO activities. No shared assets, capital, guarantees or liabilities should be inferred from their appearance on the same personal record.
Selective stewardship
Chair and non-executive roles where judgement, governance and long-term value are material.
These appointments are expected to arise principally through WFO, private-bank, board, investor and adviser relationships rather than through volume portfolio-building. Potential conflicts between external mandates and existing responsibilities are disclosed and governed before appointment.