About
Trouver Consulting was established to bring practical leadership experience to founders navigating growth, complexity, and change.
I work with founders and leadership teams who are building, scaling, or re-engineering businesses — often at moments where clarity, structure, and disciplined execution matter most.
Experience
Over +25 years, I led and scaled high-performing recruitment, talent and tech enabled businesses across the UK and internationally.
This includes more than a decade leading the UK & Ireland’s largest recruitment organisation. I oversaw sustained growth, structural evolution and multi-market expansion.
I have built, scaled, restructured and acquired specialist businesses across:
Sectors:
Technology & Data
Pharmaceuticals
Engineering
Procurement
Executive Search
Delivery Models:
Embedded RPO teams
Complex contingent workforces
Retained search offerings
Digital enabled delivery
Traditional 360 & 180 setups
Sectors:
Finance & Accounting
Commercial & Saas
Healthcare & Education
Marketing
Banking
A founder’s perspective on growth
I work with founder’s at the moments that clarity, structure and execution matter most.
What I understand:
Equity risk
Capital allocation
Long-term value creation
What I help drive:
Challenge thinking
Bring clarity to decisions
Translate strategy into execution
Not just short-term thinking or short-term performance goals
My guiding principals.
I ask the difficult questions others avoid - to drive better decisions and stronger outcomes.
I develop leaders to think independently, act decisively and lead with clarity.
I bring practical experience from building and scaling businesses - not theory.
I operate with integrity, discretion and a long-term perspective on value.
Where I make the biggest impact.
Most of my work starts at moments like these:
Scaling challenges — adding brands, products, or geographies without weakening delivery, culture, or commercial discipline
Leadership gaps — hiring key leaders, strengthening management capability, or developing individuals who can step up with the business
Strategic drift — too many priorities, unclear focus, and not enough alignment around what drives growth
Execution issues — strategy agreed at the top, but not translating into consistency, accountability, and results on the ground
Operating model strain — legacy structures, unclear ownership, or a delivery model no longer suited to the next stage of growth
How we work together.
1. Define the problem
A short conversation to understand what’s working, what isn’t, and where things are getting stuck.
2. Decide what matters
We agree where I can add the most value — whether that’s structure, leadership, or execution.
3. Make it happen
I work directly with you and your team to bring clarity, challenge thinking, and ensure execution happens.
This is where most conversations begin.
