£2m to £14.5m EBITDA

• Appointed to board of privately-owned automotive lead generation business
• Challenged and shaped growth strategy from £2m to £14.5m EBITDA in 2.5 years
• Board-level oversight of brand repositioning and digital investment
• Contributed to £150m enterprise value — exited to BCA at ×10 multiple
• Provided marketing governance that directly supported exit readiness and buyer confidence

£1m to £10m EBITDA

• Board member of PE-backed Series B business utilities lead generation business
• Supported investor value creation plan across a 6.5 year hold period
• Challenged management on brand positioning and digital channel strategy at board level
• Aligned marketing investment with PE investor strategic direction and return objectives
• Contributed to £100m enterprise value creation at ×10 multiple

Turnaround from -£6m to £0m EBITDA

• Board member of PE-backed Series A home services lead generation business
• Appointed to challenge and restructure marketing strategy for a loss-making business — turning -£6m EBITDA to breakeven within 12 months
• Provided board-level governance over brand repositioning and digital investment during a critical financial recovery period
• Held management accountable for marketing allocation and channel performance against investor milestones
• Contributed to £30m incremental enterprise value at ×5 multiple — exited to HomeServe

1. Board Marketing Audit

Month 1

An independent assessment of the marketing function from the boardroom perspective.

This is not a channel review or a campaign audit, it is a commercial examination of whether the marketing strategy is fit for the investment thesis, whether the growth forecasts are credible, and whether the right people, structure and investment are in place to deliver them.

What the board receives:

• An independent verdict on marketing strategy alignment with investor objectives
• Assessment of growth forecast credibility — what is evidenced versus assumed
• Identification of the highest-value opportunities and the most significant risks
• A clear view of where marketing investment is creating value and where it is being wasted

2. Strategic alignment

Months 2-4

Working alongside the board and the marketing leadership team to close the gap between current marketing activity and the value creation plan.

This is where the audit findings translate into board-level decisions on strategy, investment allocation, team structure and management accountability.

What the board receives:

• A prioritised set of strategic recommendations with commercial rationale
• Revised marketing investment framework aligned to EBITDA and enterprise value objectives
• Clear KPIs and management accountability structure reportable at board level
• Alignment between the marketing function and the investors' hold period objectives
  

3. Ongoing Board Governance

Month 5 onwards

(1-3 days a month)

Sustained board-level marketing oversight attending board meetings, challenging management on marketing performance, holding the team accountable to agreed objectives and keeping the board informed on market conditions, competitive dynamics and growth headroom.

As exit approaches, providing the governance and evidenced marketing narrative that sustains valuation through buyer scrutiny.

What the board receives:

• A permanent independent marketing voice at board level
• Board-ready marketing performance reporting in commercial terms — pipeline, CAC, EBITDA contribution, enterprise value impact
• Proactive challenge to management when strategy drifts from the value creation plan
• Exit readiness support — ensuring the marketing function is positioned as a strength, not a risk, in any transaction process