Meet Alex
I am a commercial strategy, product and operations leader with over 17 years’ experience working across regulated healthcare and digital health environments. I have held senior roles within venture-backed scale-ups, large healthcare groups, and international health and wellbeing organisations, supporting growth across NHS, private, insurer and employer pathways in the UK and internationally.
My work focuses on helping organisations move from ambition to execution and, later, growth. This includes defining strategy, launching new services, building strategic partnerships, and designing operating models that can scale within clinical and regulatory constraints.
I have led work across market access, product development, commercial strategy and partnerships, including founding product functions, launching digital mental health services at national NHS scale, supporting acquisitions and integrations, and advising leadership teams and investors on growth direction and delivery risks.
I work closely with founders, executives and cross-functional teams, often acting as a bridge between strategy, product, operations and commercial functions. My approach is practical, delivery-led, and grounded in real-world experience of what has worked inside complex healthcare systems.
I work flexibly on a fractional, contract or advisory basis depending on the challenge and context.
Who I Typically Work With
Founders &
Leaders
Scaling healthcare or digital health businesses and needing senior strategic support across growth, product or commercial direction.
Healthcare Providers & HealthTech
Operating across NHS, private, insurer or employer markets and preparing for growth, expansion or market entry.
Leadership & Delivery Teams
Needing clarity across growth strategy, partnerships, product delivery or operating structure.
Complex or Regulated Organisations
Working within clinical, regulatory or operational constraints where progress requires careful alignment and senior judgement.
My background
After more than 17 years working across healthcare and digital health organisations, one pattern has remained consistent: strong ideas often struggle to translate into delivery within the realities of the markets they’re trying to enter.
Across fast-scaling digital health companies, large healthcare groups and international wellbeing organisations, the challenges were similar. Growth strategies looked credible on paper, but execution was constrained by delivery capacity, clinical risk, regulatory complexity, commissioning realities, or misalignment between product, operations and commercial teams.
Much of my work naturally sat between strategy and reality. Supporting leadership teams to make practical decisions, prioritise what genuinely mattered, and build operating models that could scale without compromising delivery or quality.
I’m now working to formalise that role: providing senior, hands-on advice and/or fractional support to organisations navigating growth, partnerships and delivery challenges without the budgets for a permanent leadership hire.
Today, I work with founders, executives and investors who value clear thinking, realism and execution. Engagements are flexible by design - fractional, contract or advisory - and focus on helping organisations move forward with confidence.
How Engagements Typically Work
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Initial conversation
We start with a focused discussion to understand context, objectives and constraints. The aim is simple: clarify the real problem, what success looks like, and whether I’m the right fit to help.
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Scope and engagement model
Following the initial discussion, I outline a clear scope, recommended engagement approach and expected outcomes. This may be a defined project, fractional support, or targeted advisory depending on the challenge.
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Hands-on delivery
Engagements are practical and collaborative, working closely with leadership and delivery teams. The focus is on making progress, maintaining momentum, and adapting as clinical, regulatory and operational realities evolve.