Why the switch from professional sport to a desk job?

I signed with London Irish straight out of school in 2016 and played professionally for seven years. In the summer of 2023, just after I had re-signed, the club went into administration. I’d already had a couple of long-term injuries and had just finished a master’s in accounting and financial management, so I was in a good position to move on. I always knew rugby could end at any time, so I made sure I was ready.

I studied for an economics degree and my master’s while I was still playing. It was tough, especially my undergraduate degree. For four years I trained all day, then travelled into London for evening lectures from six until nine.

I considered a few different career options, but corporate finance stood out. I liked the idea of analysing businesses with people at the heart of the job.

Why did you join Corbett Keeling?

I wanted to work somewhere smaller where I could be involved in the whole deal process early on. Being thrown in at the deep end has really accelerated my learning. I have worked closely with company founders, which is very rewarding, and across a wide range of sectors. Many of our clients are private business owners, so you can see first-hand the difference the deal makes to them and their companies.

It is fascinating to see how different business models work and what makes a company attractive to a buyer. Having that level of exposure so early on has been one of the best ways to learn.

What transferable skills have you built up?

The two worlds of rugby and corporate finance are very different, but teamwork and performing under pressure matter just as much in both. On the pitch, we had to stay focused and deliver under the spotlight in front of thousands of people. In corporate finance, the pressure is different, but the need to stay calm and produce high-quality work quickly is the same.

The hours can be long, but I am used to that from studying while still playing rugby full-time. That discipline has definitely helped me.

What is your current role?

I was promoted to manager in March this year after 18 months with the firm, which was relatively fast. It reflects the level of responsibility I have taken on. I manage deal processes, work closely with directors, write information memoranda, prepare buyer lists, help with negotiations and handle buy- and sell-side due diligence. I also manage working capital documents and equity bridges.

Part of the work of being a manager is taking more responsibility for the whole deal and giving the director confidence that everything is moving forward, even when they are stretched.

What deals stand out so far?

The sale of Native Places to NUMA Group, a German hotel group (completed in July 2024), was one of my first. It had a cross-border element that made it more complex and interesting, particularly seeing how cultural fit and integration are handled.

More recently, I worked on the sale of Teignmouth Maritime Services (TMS) and Hesselberg Hydro to Sullivan Street Partners. It was a complicated deal structure, with a broad outreach to buyers. I was heavily involved in the working capital negotiations and equity bridge. It was a long process, taking more than a year, with five months spent on due diligence. The TMS team are brilliant people, hard-working and friendly, and it meant a lot to help them achieve the deal they wanted. Seeing it all come together made the hard work worth it. 

What are your goals?

I have pushed myself over the past 18 months to learn as much as I can from the more experienced members of the team. I wanted to become a manager in under two years and I have been able to do that because of the skills I have built and my drive to reach that level.

I want to keep developing and building my experience. Assistant director would be the next step, but for now I am focused on being the best manager I can be, so I can give our clients the best possible advice and make the next 18 months just as fruitful.