Taylor Walsh

For over a decade I've worked in the rooms of premium sport, motorsport, luxury and automotive, and the through-line is simple: take a business trading below its own name, take charge of how it's marketed and sold, and answer for the number at the end of it.

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An engineer by training with First-Class honours in Management & Logistics — a blend of technical fluency and a negotiating record that turns conversations into signed agreements. Before VMP, at 22, I ran a multi-million-pound government apprenticeship programme end to end, leading a team of 30 and beating every KPI it was set. Early proof that I can be handed something complex and deliver it, end to end.

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What I actually do is diagnose where reputation and commercial performance have drifted apart, then design and run the framework that closes the gap. Usually that means taking charge of the marketing — the brand, the content, the campaigns, the PR — and holding it to a number rather than a schedule. Sometimes it's a pricing model nobody has looked at properly in a decade. Sometimes it's a sponsorship architecture. The diagnosis comes first, and I've been wrong often enough about which it would be to insist on doing it that way round.

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Most of my work has been in golf and motorsport, and that's shaped how I think — those are industries full of organisations with long memories and short commercial attention spans. But the condition I work on isn't a sport. It's an institution that's better known than it is well run, commercially. I've found that in a members' club, a brokerage, an event and a government-funded programme, and the work barely changed between them.