Scaleup Non-Executive Director / NED
I serve as a scaleup non‑executive director and board advisor to high‑growth tech and fintech companies, providing strategic oversight, governance, risk management, growth strategy, fundraising and exit preparation support to founders and investors.
I'm the founder of Inflective Partners. Alongside our advisory practice, I take on a small number of personal Non-Executive Director mandates each year.
Non‑Executive Director for High‑Growth Tech and Fintech Scaleups
I work with founders and investors as a Non‑Executive Director to help scaling tech and fintech companies navigate the complexity of high‑growth phases, from product‑market fit through international expansion and exit.
My role is to combine independent oversight with practical experience of building and scaling businesses, so that boards can make better decisions, manage risk and unlock value for shareholders, employees and customers.
Strategic partner for scaleup growth
Scaleups need more than governance box‑ticking; they need strategic partners at board level who understand growth levers, constraints and investor expectations.
I support boards to:
Clarify and stress‑test growth strategy, GTM focus and international expansion plans.
Evaluate strategic options such as new product lines, partnerships, M&A and exits.
Align board, executive team and investors around realistic milestones and leading indicators.
My background spans deep financial matters as well as commercial strategy, giving me the ability to bridge board discussions between finance, product, technology and sales.
Founder, technologist and commercial sparring partner
Beyond regulation and governance, I bring lived founder experience in building fintech products and technology. I understand the realities of roadmap trade‑offs, architecture choices and the complexity of scaling platforms in regulated environments.
I am able to:
Challenge and support your product and technology leadership as a peer, not just as a distant board member.
Contribute meaningfully on GTM strategy, pricing, partnerships and international expansion.
Add value on fundraising strategy, investor communication and preparing for strategic exits.
Governance, risk and performance in high‑growth environments
Rapid growth amplifies governance and risk issues. As a NED, I help ensure that your board maintains high standards of corporate governance, financial control and risk management while still moving at pace.
This includes:
Ensuring board information, KPIs and financial reporting are fit for purpose.
Challenging management constructively where plans, risks or performance are misaligned.
Supporting succession planning and senior hiring decisions, particularly for C‑level roles in finance, operations and technology.
International, multilingual board presence
I regularly work with teams that operate across borders. Fluent in English, German, French, Russian and Serbian, I can represent your fintech with credibility in international regulatory, investor and banking dialogues.
This is particularly valuable for UK‑headquartered firms expanding into Switzerland or the EU, or Swiss and European fintechs seeking to build bridges into the UK payments and banking ecosystem.
Founder, operator and tech‑savvy NED
I have been an executive Director and am currently a Non‑Executive Director, with first‑hand experience as a founder who has built product and technology as well as managing commercial responsibilities.
This means I can:
Act as a sparring partner and mentor to founders, CTOs, CPOs and commercial leaders.
Translate between technical and non‑technical stakeholders at board level.
Contribute to fundraising strategy and investor relations, drawing on an understanding of what different investor types look for at each stage.
When a Scaleup NED adds the most value
I am typically most valuable to companies that:
Are moving from startup to scaleup, with strong product‑market fit and growing revenues.
Face new regulatory, risk or governance demands as they expand into regulated sectors or new geographies.
Are preparing for significant fundraising rounds, strategic partnerships or exit discussions.
Engagements are usually structured on a part‑time basis (for example, board and committee meetings plus ad‑hoc support each month), allowing you to access scaleup NED experience without adding to the executive payroll.
Get Started
Board advisory begins with a conversation about your strategic situation:
→ What are the biggest strategic decisions you're facing?
→ What would make board advisory valuable for you?
→ How do we structure the engagement to match your needs?