The situation changes.
The capability does not.

When we started MC Sports Rehab, we knew how to rehabilitate people. The financial side of running a business was another matter.

MUNDUS CRAS put the financial structure in place, giving us a much clearer view of how the business was performing and helping us look further ahead. It meant that decisions around growth, moving from a partnership to a limited company and hiring staff could be based not only on instinct, but on the numbers.

Jeff is highly approachable, and even at a distance, he kept the collaboration practical and easy to manage.

What stands out to me is that Jeff takes responsibility. A delegation was flying in from South Korea to Abu Dhabi for an important meeting with the client.

An hour beforehand, a fire drill closed the client's main building and it looked as though the meeting would have to be postponed. Jeff said he would see what he could do. He secured the PwC boardroom in the building next door, which is not something you arrange in a couple of minutes, met the delegation himself and accompanied them from one building to the other. By the time they sat down, everything was ready, down to the guest WiFi codes.

None of that was part of his assignment. He knows who to call, and he does not lose his footing when the plan changes.

Jeff spent as much time on the factory floor as he did at head office. He spoke with our experts and plant managers, asked how things really worked on the ground and took the time to understand the business before suggesting anything.

At first, our people were guarded with him. In a carve-out that is normal, and I did not expect that to change quickly. Within a few weeks, they were coming to him on their own. In thirty years, I have not often seen that.

The proposals that followed were clear, and the transitional arrangements reflected how the business actually worked. He earned the trust of people on the factory floor and in the boardroom. That is the part I judge him on.