SERVICES
How I work.
The framework has three pillars, and a fourth that most coaching leaves alone.
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How you lead yourself before you lead anyone else. Leading in crisis. Leading across countries and cultures. Holding a team accountable without hardening. Giving feedback that lands.
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Strategy and prioritisation. Structure and operating model. The people plan across the whole employee lifecycle. Culture that is set deliberately rather than by accident.
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The levers that move margin. Directing supply chain, sales, marketing and finance well enough to ask the right questions of the people who run them.
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A life plan and what you want to leave behind. Work and home, and the transition between them. The conversations you have been avoiding at home as well as at work. The parts of you that quietly sabotage the rest.
The fourth pillar is the one CEOs raise last and talk about longest.
Executive coaching is one-to-one work with the person carrying the decision.
I don't hand you the answer. I use a proven method to get you there faster. This is Impactful Leadership: a licensed framework built by Dane Hudson from six years as a top-tier consultant and thirty years leading businesses across five industries. I hold the licence. It has been used to mentor 150 CEOs and shared with 900 more leaders, including inside a university MBA programme.
What that means in a session: we name the real issue, test it against a structured process rather than my instinct on the day, and you leave with something specific to do next.
EXECUTIVE COACHING
MENTORING AND ADVISORY SERVICES
Mentoring and advisory work sits closer to the table than coaching does. Where coaching asks the question that gets you to your own answer, this is me giving you mine, when what you need is a second, informed opinion in the room.
I spent years as a chartered accountant sitting across from executives making real calls under real pressure, before I ever coached one. That is the seat this comes from: someone who has been in the decision, not just observed it.
Use this where the issue is less about your own thinking pattern and more about a specific business, financial or people call you want tested against experience before you make it.
SCALING YOUR TEAM
Scaling your team is different work again: not one leader, but the team around the table together.
Along Impactful Leadership, I use the Five Behaviours model, built with Patrick Lencioni on his research into what makes teams fail: an absence of trust, which blocks honest conflict, which stalls real commitment, which lets accountability slide, which costs the result. As a certified facilitator, I lead sessions that work up that chain in order, because skipping straight to accountability without trust underneath it never holds.
This is for the team that is technically capable and still not moving as one.
SCALING YOUR ORGANISATION
Scaling your organisation is structural work: not the leader, not the team, but how the whole business is built to run without you in every room.
This shows up as strategic alignment, operating model, and the culture decisions that either compound or quietly erode as headcount grows. It matters most for a business someone is planning to hand on. Succession failure in a family enterprise is more often a breakdown of trust than of strategy or capital, and structure is where that trust either gets built in or left to chance.
If your team or organisation has lost direction and unity, here is how we start:
Tell me what is actually happening, not just what the org chart says.
We co-design a plan for training or consulting intervention built around that, not a template.
We run the session that starts moving it.
Tell me what's actually happening. We'll work out together which of this fits.