About
An operator and business leader
I work with boards, owners, investors and management teams where experienced commercial judgement, operational grip and calm leadership are needed.
Commercial, operational and financial perspective
My background is strongest in retail and e-commerce, distribution, consumer products, garden and leisure, and other product-led businesses with operational complexity. Over the course of my career, I have held board and executive roles in private equity-backed, family-owned and corporate businesses, ranging from founder-led organisations to international groups operating across multiple markets.
I have led businesses through growth, restructuring, refinancing, acquisition integration, systems change, leadership transition and sale processes. That experience has given me a practical understanding of the pressures businesses face, particularly where there is a need to improve performance, manage change or deal with more complex situations.
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Where I add value
One area where I am often particularly useful is at the interface between leadership, finance and operations. I have a high level of financial literacy for a CEO, including experience with financing and restructuring models, and I have often led banking negotiations.
I am also comfortable with systems and operational detail. That combination can be especially valuable where a business is dealing with change and there is a gap or weakness in the finance or systems capability of the management team.
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Career background
My executive career has included CEO roles at Ornamental Trees, Primrose, Solus Garden & Leisure and Gardman, as well as Managing Director responsibility at Techtronic Industries in the UK.
Earlier in my career, I held senior roles at Black & Decker and Mobil, following training with Price Waterhouse and qualification as a Chartered Accountant.
My approach
Clear thinking, sound judgement and steady leadership
- Board support and strategic oversight
- Leadership during transition
- Turnaround and restructuring
- Refinancing and funding pressure
- Acquisition, exit and integration activity
- Operational and systems change
If you would like a confidential discussion, please get in touch.
Contact Mark Pearson