A lot of my career has involved fixing the things that slow businesses down, even before that was officially my job.

My background is in agency environments, where I’ve held senior roles across marketing, growth and operational leadership, including Chief of Staff and COO. Even when my role sat closer to marketing, I was often the person improving processes, fixing bottlenecks and helping the business run more effectively as it grew.

Over time, I became more interested in what sat underneath growth: the systems, handovers, decision-making and team rhythms that made it possible in the first place.

Working inside growing service businesses gave me a front-row seat to the same pattern again and again. What worked at one stage stopped working at the next. Founders became pulled into too many decisions. Teams worked hard, but not always consistently. Processes became overcomplicated, or never got written down at all.

That’s why I started Clearway.

I help founders build lean, practical operations that reduce friction, improve visibility and make the business less dependent on them. My approach is simple: build ways of working that make sense, are easy for teams to follow, and actually stick after the project ends.

Because the best systems are not the most complicated ones. They’re the ones people use.