About

Most people in the UK taxi industry have seen one end of the spectrum. They've either spent their career in small, independent fleets or they've worked exclusively in the super-fleet environment. I've worked across all of it — and it's that breadth that shapes how I think about operations, technology, and where this industry is heading.

How It Started

I entered the private hire industry on a zero-hour temp contract at a mid-size taxi company. Starting at the ground level, I progressed through the ranks and moved into management after graduating with my Business Management degree. That hands-on progression gave me an understanding of how taxi operations actually work — from driver relationships and dispatch workflows to the economics that make or break a fleet.

From there, I began consulting for other taxi companies and helping suppliers into the industry. At that scale, you learn how fragile the economics are, how important every driver relationship is, and how much operational efficiency matters when margins are thin. That observation — that taxi operations are deeply context-dependent — has shaped every decision I've made since.

City Taxis & The Rollup

One of the most formative experiences in my career was being a key part of a multi-operator acquisition strategy at City Taxis. Starting from a single operation, the team identified, acquired, and integrated multiple businesses to achieve market dominance in a major UK city — consolidating dispatch, compliance, technology, and back-office functions along the way. City Taxis won Taxi Company of the Year at the Taxi Summit Awards — recognition of what a deliberate, operational-first approach to consolidation can achieve.

It taught me that successful consolidation in taxi isn't primarily a financial exercise — it's an operational one. The operators who try to roll up businesses without deeply understanding how each one runs, what its drivers care about, and where the local market dynamics sit are the ones who fail. That experience gave me a playbook for value creation through integration that I still reference today.

Veezu & National Scale

From City Taxis, I moved into a senior operational role at Veezu — the UK's largest private hire group, operating 16,000+ drivers across 50+ towns and cities. The problems at this scale are fundamentally different: it's not about whether you can fill a booking, it's about whether your systems, processes, and people can sustain quality at volume across the entire country.

This is where I developed a deep working knowledge of every major dispatch platform in the UK market — not as a software evaluator, but as someone who has led migrations, managed integrations, and made the commercial case for platform changes at board level. Veezu went on to win Consolidator of the Year and National Private Hire Company of the Year at the Taxi Summit Awards.

Building Technology

Throughout my career, I've maintained a dual focus on operations and technology. I've led product development for driver compliance platforms, digital booking systems, web kiosk technology, and dispatch integration tools. The taxi industry is one that traditionally resists change, so building technology that actually gets adopted requires understanding the people who'll use it as much as the problem it solves.

This isn't a one-size-fits-all approach. Sometimes you buy. Sometimes you build. Sometimes you scale what's already there. The right answer depends entirely on the operator's situation — their size, their existing systems, their team's capability, and their commercial priorities.

Take Me Group & The Current Chapter

Today, I serve as COO/CTO of Take Me Group, a national taxi operation with 4,000+ drivers across 27 sites and 5 regions. I was brought in to lead a turnaround and operational optimisation programme — solidifying operations, eliminating inefficiencies, and establishing the standards and procedures needed to scale a complex multi-site, multi-franchise operation. Take Me won Taxi Company of the Year at the 2025 Taxi Summit Awards and multiple QSi Gold awards from Professional Driver Magazine.

It's the kind of challenge that draws on everything I've learned — from the small-fleet consulting that taught me how operators actually think, to the Veezu experience that taught me how to manage complexity at national scale, to the City Taxis rollup that taught me how to integrate businesses without losing what made them work in the first place.

What Drives Me

I believe the UK taxi and private hire industry is at an inflection point. The market is still massively fragmented, technology adoption is uneven, and the gap between the best-run operations and the average ones is widening. There's an enormous opportunity for people who understand both the operational and technical sides of this business to create real value — for drivers, for passengers, and for the industry as a whole.

That's what I advise on, and that's what I'm building towards.