The Portfolio Executives

Throughout my contracting career, I’ve been trusted to step into complex situations, assess challenges quickly and deliver results. Whether supporting acquisitions, leading organisational redesigns, building HR functions or navigating large-scale change, I’ve always enjoyed bringing a fresh perspective and practical solutions to leadership teams. Portfolio working felt like a natural evolution, allowing me to combine that experience with a more strategic advisory role and support a wider range of organisations at critical stages of their development.

After more than seven years of interim and contract assignments, I realised that the value I brought to organisations went beyond simply filling a role. Clients were engaging me because they needed an experienced, objective partner who could understand their business quickly, influence change and help them solve complex people challenges.

That led me to establish Capacium, providing organisations with access to experienced fractional HR leadership without the commitment of a permanent executive hire. It brings together everything I’ve learned from working across different sectors, businesses and transformation programmes: building trusted relationships quickly, providing commercially focused advice and turning that advice into practical delivery.

My first success after launching Capacium was securing an assignment that brought together many of the skills I’d developed throughout my interim career. I was engaged to lead the people aspects of an acquisition, including due diligence, TUPE planning, stakeholder management and post-acquisition integration. It was particularly rewarding because it confirmed there is a genuine need for experienced, flexible HR leadership that combines strategic thinking with hands-on delivery.

Along the way, I’ve learned that people buy trust before they buy services. Although Capacium is still relatively new, building relationships, having meaningful conversations and demonstrating value have already proved more important than any marketing plan. I’ve also learned that starting your own business requires confidence in your experience and a willingness to step outside your comfort zone. Not every organisation needs a full-time HR Director, but many need senior expertise at particular moments, especially when navigating growth, change or uncertainty.

It’s still early days for Capacium, so I think it’s important to be realistic rather than claim success too soon. My focus is on building strong foundations. What gives me confidence is that the market need I identified appears to be real. The positive response from business leaders has reinforced my belief in the value of combining strategic insight, commercial thinking and practical HR delivery on a flexible basis. For now, success means building trust, delivering value and creating lasting client relationships. The rest will follow.

Looking ahead, I want to build a business based on long-term partnerships rather than transactional engagements. I’d like Capacium to become known as a trusted partner that organisations turn to when they need experienced, pragmatic HR leadership and honest advice. If, over time, a significant proportion of my work comes through referrals and recommendations from people I’ve worked with, I’ll see that as a strong measure of success.

There’s a personal ambition too. After many years in demanding interim and transformation roles, I wanted greater control over how I work, who I work with and where I can add the most value. I remain ambitious, but I also want to create space for a healthier work-life balance and enjoy the flexibility that portfolio working can offer. Ultimately, my goal is simple: to do meaningful work with good people, build lasting relationships and create a sustainable business that benefits both my clients and my own quality of life.