Royal Navy support
Challenged a c.£1bn internal provision using thirty years of actual fleet-cost evidence; the analysis supported a c.£500m requirement and a c.£410m fully burdened negotiation basis.
Review the complete record →Interim CEO · Interim COO · Operating Partner
Direct executive authority where value, control or confidence is at risk.
When temporary enterprise authority is required.
Recover control. Restore performance. Reopen the route to value.
What others observed Jean-Philippe Perraud describes Steven as a highly focused executor
. Lieutenant General Anthony Palmer records that he is very good at inspiring people to deliver
.Public LinkedIn recommendations · 2019 and 2011
Steven rapidly earns the confidence of inherited teams, aligns them around the mission and converts urgency into disciplined action across regulated, owner-led and sponsor-backed settings.
- Stabilise fastProtect cash, customers and critical operations.
- Recover momentumRemove constraints and align authority with action.
- Unlock valueConvert control into measurable operating progress.
Demonstrated: one regulated intervention restored positive EBITDA within 100 days; a separate owner-led intervention moved a c.£4m forecast loss towards c.£2m projected EBITDA in approximately 90 days. A documented embedded appointment within a Dunedin-backed portfolio company combined commercial execution with separate sponsor reporting.
Additional operating proof
DTR team reset
Ended a non-producing consultancy cohort, removing an estimated c.£5m annualised external cost; rebuilt targeted capability and converted 1,200 plans into one operating picture.
Review the complete record →Cross-government delivery
Secretary, delivery coordinator and evaluation lead for implementation of a Cabinet-level Command Paper; integrated evidence from ministers and senior officials across Whitehall into the framework supporting the First Annual Report.
Review the complete record →Best fit
A sponsor, owner or board faces a material, cross-functional problem that business-as-usual management can no longer recover alone.
- Deteriorating earnings, cash or operational performance
- Private-equity portfolio-company underperformance
- Post-acquisition under-delivery
- Leadership or governance discontinuity
- Loss of operating control
- Refinancing, covenant or liquidity pressure
- Exit or institutional-readiness preparation
- Stalled integration or transformation
- Divergence between investment thesis and operational reality
Operating sequence
EvidenceRegulated insurance Food manufacturing PE-backed portfolio company Fixed-term operating appointment Listed company
Positive EBITDA within 100 days
Operating control changed while the incumbent CEO’s necessary regulated authorities were retained.
Approximately 90 days
A c.£4m forecast loss moved towards c.£2m projected EBITDA. The c.£2m was a projected position, not a realised full-year result.
Embedded post-MBO assurance
A contemporaneous WFEL email documents Steven as Marketing Director; the additional Dunedin reporting remit remains his first-hand account, supported by the surrounding transaction and relationship record.
Five-year enterprise integration
An initial three-month fixed-term appointment was repeatedly extended for five years. Chief Operating Officer was the accepted working title for the integrated responsibility; the Record reconciles it with the formal OF5 appointment.
Former public-company CEO
Historical external market records identify Steven as a former Chief Executive Officer of Brookmount Explorations Inc. (OTC: BMXI).