Taking an idea to a company that can stand on its own.

Co-founded at 22 and ran as Co-CEO for six years. Two founders, no product, no customers at the start. Built an evidence-based wellbeing platform for secondary schools: a weekly two-minute student check-in that turns into insight at individual, class, year group and whole-school level, with guidance sent back to whoever can act on it. Used by more than 15 schools, 200 teachers and 5,000 students across three years of research and live usage, and scaled into the UK, the Caribbean and the Middle East.

Raised over £1m from Tes Global, Bethnal Green Ventures and angels, building every investment case, model and forecast personally. Owned the board and investor relationships from the first round through to the secondary. When COVID broke the original service model, led the pivot to a full software play, reworking the product, the proposition and the economics until it could scale.

Student app on iOS, Android and web, plus a staff platform. 250+ research-led wellbeing questions, 600+ guidance resources, a bank of class activities, one-to-one interventions and whole-school strategies, SSO and Wonde integration, and digital onboarding modules so a school could adopt it without a training day. Designed alongside clinical psychologists, academics and SEND specialists, with research from The Children’s Society.

A secondary needs a strategic investor with a reason to go deeper, not just an early backer looking for an exit. That reason, for Tes Global, was the pivot to software, not the original pitch.

Mission Studio's first internal spin-out, now an independent company at canoli.co.uk. A recipe development platform for food teams: formulation, nutrition and HFSS compliance scored live as you build, a verified ingredient library, version history, batch scaling and cost modelling. The premise is on the homepage: your next product should start where the last one finished.

Sequenced the market: SMEs first for short sales cycles, agencies next for leverage, enterprise later. Reached early letters of intent during validation and a place on the UK's leading food science innovation programme. Wrote the Investment Committee memo that secured the spin-out investment.

Market sequencing is a commercial decision made before the product is finished, not a marketing decision made after. Proving SMEs would pay first is what made the spin-out case credible to Investment Committee.

Pensions product telling retirees what they can safely spend, built inside FCA guidance rules and taken from proposition through to a proven route to market and spin-out. Live at mytrellis.co.uk: a safe-to-spend range for people aged 55 to 75, updated as markets move, with what-if scenarios across home and energy, family, work, health and care. Around 70% of pension pots are accessed without regulated advice, which is the gap it sits in.

Proved the direct channel on paid social, mapped two more routes and opened the partner conversations. Held the venture to its investment case between funding tranches and took it through to spin-out.

A regulated venture's route to market gets proven on the channel with the fewest partners first. Paid social came in at a low single-digit cost per completed plan, with people returning unprompted and nothing built to make them, so that is where the money went. Only then was a partner conversation worth having.

An expert-led workspace for challenger food and drink brands. A founder can spend two years getting a product right, then email twenty manufacturers and hear back from three. The expert help that would unblock it is priced for brands that already made it. Provender connects brands to operators who have built and sold products like theirs, and keeps what they learn in one place. Started as a service run by hand.

Took the venture from a manual service to a live platform, converting the first brands and generating revenue ahead of spin-out. The measurement was the decision that mattered: the north star became steps moved forward against the baseline of doing it alone, where a step is a manufacturer reached, a spec reviewed, an introduction secured or a costable quote. That framing also sets the business model, selling progress rather than hours, so the venture scales by remembering rather than by hiring.

Revenue from the first brands did more to prove the venture than another round of validation research could have. It also showed where to build: every manufacturer reached and quote costed makes the next match cheaper to run, so the build went into that memory rather than into headcount.