Lawrence Mohiuddine

Founder @ Goo Collective

About

I have spent thirty years inside the commercial environments most people only ever see from the outside. I started in infrastructure claims consultancy — the forensic end of the industry, where projects had already gone wrong and the job was to unpick why. That background taught me something most project managers never learn: how contractors think, how risk actually gets managed on their side of the table, and where client interests quietly erode long before anyone raises a flag. From there I moved into design and build. Thirteen years. Rising to Managing Partner. Delivering complex commercial fit-outs across 23 cities in 16 countries. I was not advising from the outside. I was building the business, managing the P&L, and making the calls that advisors later scrutinise. Then came the chapter most people find surprising. I stepped into a CEO role, scaled a global design and build business operating across multiple continents, and navigated $400m in M&A activity before taking the business through a private equity acquisition. That experience - the commercial infrastructure required to make a business investable, the leadership alignment that determines whether growth is sustainable or fragile, the gap between what a business looks like from the outside and what it actually is on the inside — changed how I see everything. In 2024 I founded goo collective. Senior-led project management and cost consultancy for organisations navigating complex commercial fit-outs, relocations, and workplace transformation. The model is straightforward: the person you meet is the person who does the work. No pitch team. No handoff to juniors. No agenda other than the client's. Alongside that I founded Sales Goo - a strategic commercial advisory for founders and leadership teams in complex, high-value service businesses who want to grow more deliberately and build the commercial infrastructure that makes that growth sustainable. The thread connecting both is the same. I have been on the other side of the table. I know what the contractor is thinking. I know what PE due diligence actually looks for. I know what separates businesses that grow intentionally from ones that grow by accident and stall without understanding why. That perspective - earned, not studied - is what I bring to every engagement. If you are navigating a complex commercial project, or if your business is technically excellent but growing less intentionally than it should, I would be glad to have a conversation. goo collective: goocollective.com Get in touch: lawrence@goocollective.com

Country

City

United Kingdom

Industry

Professional Training & Coaching

Skill

Interior Design, Space-planning, Interior Architecture, Construction Management, Design Research, Furniture, Mixed-use, Construction, Space planning

Experience

Founder

Goo Collective

2024-9 - Present · 2 yrs 1 mo

London Area, United Kingdom

goo collective is a senior-led project management and cost consultancy for complex commercial fit-outs, relocations, and workplace transformation projects. The model is straightforward: the person you meet is the person who does the work. No pitch team. No handoff to juniors once the contract is signed. The differentiator is operator experience. Having run design and build businesses from the inside - including as Managing Director and as CEO through a private equity exit - I understand how contractors think, where client interests are most at risk, and how to protect them. goo collective was founded in 2024. The experience behind it spans thirty years.

Founder

Sales goo

2024-9 - Present · 2 yrs 1 mo

London Area, United Kingdom

Sales Goo is a strategic commercial advisory for complex, high-value service businesses. Working with founders and leadership teams on revenue strategy, commercial transformation, and the infrastructure that makes growth intentional rather than opportunistic.

Chief Executive Officer, EMEA

Unispace

2019-2 - 2024-3 · 5 yrs 2 mos

London Area, United Kingdom

During five years at Unispace, I held senior regional leadership roles culminating in Chief Executive responsibility across multiple international markets, overseeing sustained growth, increasing project scale, and expanding sector capability. As part of the Global Executive Team, I contributed to the successful sale of the business to PAG in 2021 in a $320m transaction, positioning the company for its next phase of global expansion. During this period, we materially expanded both capability and complexity. Strategic acquisitions included BioPharma Engineering (life sciences, Cork), Bulb Interiors, Amsterdam-based experiential studio Downstream, and luxury hospitality architecture practice G.A Group - strengthening sector depth across workplace, life sciences, experiential and hospitality. Alongside business growth, project scale increased significantly - delivering complex programmes exceeding $40m in London and New York, culminating in a $100m+ headquarters project in New Jersey for a global consumer health company. It was a defining chapter of scaling leadership, integrating acquisitions, and delivering increasingly complex, high-value projects across global markets.

Co-Founder

LAM Consulting & Associates Limited

2013-7 - 2019-1 · 5 yrs 7 mos

London, United Kingdom

Provided strategic sales and leadership consultancy services to senior business leaders in London, Boston, New York, and Sydney. Led project management and advisory services for high-value commercial workplace projects for prestigious clients like Bain Capital and Mandarin Oriental.

Managing Partner

Maris Interiors

2003-8 - 2013-7 · 10 yrs

11th Floor, The Tower Building, 11 York Road, London, SE1 7NX

Privately owned company operating in commercial workplace design and delivery. I joined in 2003 as Technical Director, promoted to Project Director and Partner by 2007. I was appointed to the Maris board in 2009 and elevated to Head of Sales and Managing Partner in 2010. During my tenure as Managing Partner, I worked closely with the business owners to navigate the company through the economic downturn, ensuring continued profitability and positioning the organisation for continued growth