What I do
Four Areas. One CEO Agenda.
I work across the issues that determine whether a growing business performs, scales and remains manageable for its CEO.
01
Strategy & Growth
Where should the business go, and what will it take to get there?
Market and segment priorities, growth opportunities, new businesses, go-to-market, sales and distribution, operating model and growth economics.
Strategy translated into choices, economics and action.
02
Performance & Execution
Where is the business leaking revenue, margin, productivity or cash, and what needs to change?
Performance architecture, KPIs, accountability, operating cadence, execution tracking and intervention management.
Not a diagnostic report. A focused agenda of actions that move the numbers.
03
Cash, Capital & Financial Performance
What is the financial engine telling the CEO?
Cash conversion, working capital, funding requirements, capital allocation, business economics, financial modelling and investor or lender readiness.
Financial decision support for the CEO, not an outsourced CFO.
04
CEO, Board & Special Situations
What does the CEO need to navigate when the stakes are high?
Board preparation, investor communication, leadership accountability, and support through integration, cost pressure, rapid growth, restructuring or leadership transition.
An experienced operating perspective when the decision matters.
Model 01
CEO Strategy Tracker
One number. One owner. One version of the truth. Twelve annual priorities, each with an accountable CXO, a weight, KPI, target path, RAG status, three-month trend and full-year forecast. The arithmetic is settled before the meeting starts, so the review opens at the exceptions, not the updates.
Priority register · extract
Illustrative| ID | Priority | Owner | Weight | Achieved | RAG | Trend |
|---|---|---|---|---|---|---|
| P01 | Gross margin recovery | CFO | 14% | 96% | ||
| P02 | Enterprise ARR growth | CRO | 13% | 88% | ||
| P03 | Network capex efficiency | COO | 12% | 103% | ||
| P04 | Platform migration | CTO | 11% | 64% | ||
| P05 | Senior talent retention | CPO | 9% | 92% | ||
| P06 | Brand consideration | CMO | 8% | 81% |
Model 02
CEO Performance Dashboard
The five to seven numbers that matter most to the CEO: revenue, margin, cash, productivity, strategic priorities and key execution risks. Trends, forecasts, owners and interventions sit together, so the CEO sees the business before the meeting starts.
CEO performance dashboard · month 7, FY26
IllustrativeRevenue
265.2$mm
-1.2% vs plan
Gross margin
40.1%
+0.6 pt
Free cash flow
30.7$mm
-11.5% vs plan
Cost to serve
12.4$/order
on plan
Net promoter
47.6pts
+0.3 vs plan
Priorities on track
7of 12
3 watch · 2 off
Model 03
CEO Calendar Effectiveness Analyzer
Is the CEO’s time aligned with the strategy? The calendar reviewed against stated business priorities: meeting hours, focus time, meeting load, back-to-back schedules and after-hours creep, because the CEO’s time is one of the company’s scarcest resources.
Model 03 · Calendar Effectiveness Analyzer
IllustrativeHalf asks whether meeting hours track the priorities the CEO says matter. Half is hygiene: protected focus time, back-to-back load, meetings per day, length, and after-hours creep.
Where the week actually went
IllustrativeThe number most CEOs guess wrong. Ad hoc time and protected focus time are the two lines that move first once the week is measured rather than remembered.
How I work
Diagnose, build, run, advise.
The advisory relationship is the product. The system can be handed over to your team, or I can continue to run the cycle with you.
01
Diagnose
The business, the numbers, the operating model and the CEO’s priorities. Identify the highest-value issues.
02
Build
The models, metrics, ownership and management mechanisms required to address them.
03
Run
Establish the review cadence, decision rhythm and escalation mechanism. Run the first cycles with the team.
04
Advise
Stay alongside the CEO where decisions get difficult, priorities compete and the stakes are high.
Three ways to engage
2 weeks
CEO Diagnostic
A focused review of strategy, performance, organisation, cash, the CEO agenda and governance.
You leave with what is working, what is not, the biggest risks and opportunities, and the priority interventions.
8-12 weeks
Build & Implement
Priorities, KPIs, ownership, review cadence, decision rights and escalation.
Working management systems your team owns and operates. Two complete operating cycles run before handover.
Retainer · ongoing
CEO Advisory
Monthly performance, execution and cash review with the CEO.
CXO accountability. Board preparation. Decision support. Special situations as they arise.
Where to start
Better visibility. Faster decisions. Stronger execution.
Start with the two-week CEO Diagnostic. Small, scoped and reversible: mostly interviews, your reporting and one month of the CEO calendar.
Avik Chowdhury: CEO Advisory
The four areas, the three models and the three ways to engage, with the CEO problem set out in seven questions and two decades of experience behind it. Figures are illustrative examples, not client data.