1
Things keep falling through the gaps
Someone said they’d handle it. Someone assumed someone else had. The order went out wrong, the customer didn’t get what they paid for, and you spent your afternoon on the phone fixing it.
2
You’re doing jobs that shouldn’t be yours
Buying. Chasing suppliers. Updating the website. Covering for the gap that’s been there too long. You’re good at all of it — but none of it is why you started this business.
3
You can’t see what’s actually going on
The stock information is in one place, the orders in another, the money somewhere else. You know the answer exists — you just can’t get to it without spending an hour you don’t have.
4
You’re too busy to fix it
You’ve known about this problem for months. Maybe longer. Every week something more urgent gets in the way. The problem doesn’t go away — it just costs you more.
Who you’d be working with
Finding what’s broken, and fixing it.
I’ve spent my career finding what’s broken and fixing it. Not writing reports about it. Actually fixing it, and fast.
Where the work came from.
Thames Water
I came out of university into Thames Water and found them £1.4 million a year — a 40% saving on outward billing, by resequencing the print runs so the post qualified for a Royal Mail delivery discount.
Oracle and IBM
That took me to Oracle and IBM, where I trained on DB2 mainframes.
Santander
Then into consulting on system delivery for banks including Santander, just as CRM and digital workflow were arriving in finance.
sharepeople.com
A Natwest spin-off hired me to help build sharepeople.com, the world’s first share-trading website.
Amex
When Amex bought it I joined their special projects team, delivering share dealing for Virgin Money and the FT.
I left the corporate world to bring the same work to smaller businesses, where the same problems cost more and get less attention.
I started Hockham & Co because I kept seeing the same thing in small businesses: real potential held back by problems that shouldn’t be that hard to solve.
Right now I’m building my practice, which means I cost on a client-by-client basis. If we get on, a lot of the work comes cheap or free — what I need at this stage is case studies.
“I’m here to listen, and to turn your ideas into something that works.”
I’ve worked across retail, technology, financial services, logistics and hospitality. Different sectors, same patterns — the problems that cost small businesses time and money look remarkably similar wherever you find them.
1
We talk
You tell me what’s going on. I listen properly — not to pitch, but to understand. No jargon, no agenda, no commitment required.
2
I look
I take a proper look at your systems, your processes and your gaps, and tell you honestly what I find — including if I’m not the right person to fix it.
3
We fix it
If we’re a good fit, I come in and sort it. Practically, not theoretically. You stay in control — I just make things work the way they should.
No pitch, no commitment. Just a chat about what’s going on in your business and whether I can help. If it isn’t something I can help with, I’ll say so and point you at someone who can.
Tell me roughly what’s going on — the thing that eats the most of your week is usually the right place to start.
Start a conversation
