Dermot Campbell Consulting
Founder-operator support for CEOs, founders and investor-backed boards. Three ventures built, over £3m raised, and a career in regulated financial services behind the advice.
When this is useful
The business is becoming more complex. That is what success looks like, and it is the point at which execution and decision-making need experienced support to keep moving.
Core areas of support
Taking ownership of cross-functional priorities across product, sales, operations and governance. Translating strategy into delivery priorities, clearer ownership and follow-through. Building the leadership rhythm that keeps work on track, and preparing the decisions and materials the CEO and board need.
Helping investor-backed companies build a board that adds value as well as oversight. Board cadence, matters reserved, delegated authorities, decision rights, board packs and follow-through. Available as independent chair, as NED, or as board adviser without a formal directorship.
Structured sessions that help boards, founders and leadership teams step back, make choices and commit. Strategy days, product positioning and prioritisation, leadership alignment, and purpose and operating-principles work. An independent facilitator brings neutrality and constructive challenge.
Mapping how work actually flows, identifying where AI creates operating leverage, and defining the practical requirements for automation. Reviewing duplicated SaaS spend. Designing the control points so AI supports judgement and accountability rather than quietly replacing them.
Background
I have founded and led three ventures. Kuber Ventures, an investment platform serving wealth managers and advisers, which I took from an Excel model to a full online platform and scaled with a sales and client-service operation. Board Originator, a governance SaaS business built around board workflows, investor reporting and management systems. Augentic, where I worked on how AI agents could carry routine governance work while leaving judgement with people.
Before that, seven years in senior roles at UBS Wealth Management, latterly as a director leading a team serving professional intermediaries, with responsibility for around £500m of client assets, substantial collateralised lending exposure, and a restructuring that halved headcount while improving returns.
Alongside, I have served as CEO, trustee and treasurer of a public-interest organisation, taking it through charitable conversion, a merger, and a finance-function rebuild that started with reconstructing the accounts from raw records. And I have supported governance reform and shareholder engagement in a smaller listed-company environment.
Earlier still, I flew commercially. It taught me more about structured decision-making under pressure than anything since.
Chartered Fellow Chartered Institute for Securities & Investment
Chartered Wealth Manager CISI
Chartered Financial Planner Chartered Insurance Institute
Investment Management Certificate CFA UK
Commercial Pilot Licence and Instrument Rating
Some registrations now lapsed.
Next step
No pitch deck. We work out whether there is a clear value case, and if there is, we define a focused first piece of work. If there is not, I will tell you.