VP of Operations
Flexciton
I studied Dentistry because that was the plan. Halfway through my degree, I had a moment of honesty with myself and realised I didn’t actually want to spend my life looking into people’s mouths. So I pivoted... I joined a recruitment agency as a graduate, and six months later, one of the startups I was trying to win as a client offered me an internal role instead. It was a 50-person company at the time, and we grew to 150 within a year. I ended up doing everything from hiring to building culture and putting basic structure in place as we scaled. Over time, I moved beyond People into broader operational ownership. Today, as VP of Operations in a Series A DeepTech company, my role spans operations, revenue strategy, financial sustainability, scaling delivery, performance systems, and making sure we can actually deliver what we sell. The common thread has always been the same: turning chaos into clarity, and ambition into something that actually works.
My ideal week is a mix of thinking time, cross-functional problem solving, and a few honest strategic debates. I’d want space to work through something properly, not just react all day. At least one tough but constructive conversation about priorities, one moment where I help someone think more clearly, and tangible progress on something that improves cash, margin, or execution. Less firefighting. More focused, high-leverage work.
I used to think what I’d be most proud of was creating the space for the business to keep building, by extending our runway for years through disciplined operations and non-dilutive funding. And I am proud of that. But on reflection, it’s hiring the right people and watching them grow that stands out. Backing individuals early and seeing them step into bigger roles and really thrive has been far more rewarding than any financial milestone. That kind of growth feels personal.
I’m good at spotting patterns and remembering what didn’t work before. Startups have short memories. We often reinvent ideas without remembering why they failed the first time. I tend to hold that context and connect the dots across teams and decisions. That helps me prevent problems early and build systems that don’t fall apart as we grow. And I don’t shy away from the tough conversations that come with that.
A well-built financial model. Not because I love spreadsheets, but because it forces clarity. It makes you answer uncomfortable questions about what really drives revenue, where cash actually goes, and which assumptions you’re pretending are facts. In startups, optimism is easy. Precision is harder. A good model keeps ambition grounded in reality.
Zooming out. When things feel chaotic, I ask: 1. Is this urgent or just loud? 2. What actually moves revenue or cash? 3. What breaks if we do nothing?
To me, great operations leadership is about clarity, courage, and understanding trade-offs. Clarity so people know what truly matters. Courage to prioritise properly. And awareness that every decision creates ripple effects across the business. Good operations leaders think a few steps ahead and own the consequences.
Ops isn’t a support function. If it’s only reacting, it’s too late. Strong Ops helps shape direction, keeps ambition grounded in reality, and isn’t afraid to say no. And sometimes the answer isn’t another process. It’s better capability or clearer ownership.
What excites me is that Ops is moving from background function to real leverage. AI will handle more of the manual work, which means the value shifts to judgement, trade-offs, and connecting dots across the business. The future of Ops is influence. And that’s powerful.
Learn how the business actually makes and loses money. Early in Ops, it’s easy to hide behind process. Don’t. Get close to revenue, cash, and delivery. Don’t just build processes. Understand what really drives performance and how decisions ripple across the company. Be curious. Ask uncomfortable questions. Connect dots others miss. And don’t let technical environments intimidate you. You don’t need to think like an engineer to add value. Often the question that feels simple is the one that unlocks clarity for everyone else. Your different lens is an asset. And remember: Ops isn’t about being busy. It’s about being useful.