Executive Advisory
Clarity when decisions carry consequence.
I advise CEOs, founders, and senior executives at moments where the margin for error narrows — when judgement matters more than speed and responsibility cannot be delegated.
Confidential • Senior-level • By enquiry
What this is
- A confidential thinking partnership shaped around your agenda
- Decision support where trade-offs are real and time is limited
- Calm, rigorous judgement under scrutiny
- Not consulting. Not operational delivery. Not motivational work.
Clients engage not for a firm’s opinion, but for my judgement — applied to their reality.
When this work becomes necessary
There are moments in leadership when the usual forms of support stop working. The pace accelerates. Scrutiny increases. The consequences of error expand beyond performance — into people, capital, reputation, and legacy.
In those moments, leaders don’t need more information. They need judgement.
Common triggers
- capital raises, investor pressure, or financing strategy
- scale, restructuring, or organisational redesign
- acquisition evaluation, integration, or exit preparation
- board scrutiny, governance shifts, or reputational risk
- senior leadership decisions with no obvious “right” answer
These moments are rarely loud — but they are always consequential.
The problem this solves
- unclear trade-offs disguised as “options”
- activity mistaken for progress
- avoidance, false certainty, or reactive decision-making
- misalignment at the top that quietly shapes execution
- decisions made without language strong enough to hold them
Bad thinking is expensive. Often invisibly so.
How the work functions
Advisory shaped around your agenda.
This is not a programme. It is a senior advisory relationship built around the decisions you are carrying — the pressures shaping behaviour, and the trade-offs you cannot outsource.
- Decision preparation and pressure-testing
- Clarifying what matters (and what does not)
- Board/Investor/Stakeholder narrative discipline
- Handling scrutiny with calm credibility
- Naming hidden constraints and assumptions
- Building language that holds the decision
Engagements can be time-bound (around a transition) or retained (to support sustained responsibility).
Common advisory contexts
While each engagement is shaped around the decision in front of you, most advisory work falls into one of three contexts — each with its own pressures, failure modes, and leadership demands.
Growth & scale decisions
When the organisation outgrows its current logic.
Capital allocation, organisational redesign, acquisition evaluation, and scaling decisions that expose hidden constraints.
- Pressure-testing strategic options and second-order consequences
- Naming the real constraint (capacity, structure, timing, risk)
- Keeping leadership signals coherent while the system shifts
Improves: decision quality, priority discipline, execution clarity.
Capital & scrutiny
When investors, boards, and markets tighten the frame.
Financing strategy, investor dynamics, governance moments, and narrative discipline under increasing scrutiny.
- Sharpening what you’re doing, why it matters, and what you won’t do
- Preparing for scrutiny without over-explaining or over-promising
- Reducing reputational risk through cleaner language and decisions
Improves: credibility, negotiation posture, stakeholder alignment.
Exit, transition & succession
When decisions shape the next decade.
Exit preparation, acquirer engagement, succession planning, and leadership continuity during major transitions.
- Containing risk while timelines, incentives, and emotions intensify
- Stabilising the organisation while decisions are being made
- Strengthening leadership communication so the system holds
Improves: decision containment, organisational stability, outcome confidence.
Strategic Intensive
At certain moments, leadership does not require more support it requires clarity, speed, and judgement. A Strategic Intensive is a focused, time-bound working session designed for senior leaders facing decisions that cannot wait. Growth inflection points, capital events, organisational tension, or moments where the cost of delay is rising may need immediate addressing.
This is not coaching and it is not consulting but rather it is a contained decision environment where complex issues are worked through properly, with rigour, challenge, and consequence.
Typically used for
- high-stakes strategic or capital decisions
- preparing for board, investor, or shareholder scrutiny
- re-aligning leadership direction during scale or change
- untangling complexity when pressure distorts judgement
When the decision can’t wait — and the thinking has to be clean.
How it works
- structured pre-work to define the decision mandate
- a private intensive working session (full or split day)
- scenario testing, trade-off analysis, and narrative clarity
- clear commitments on what changes — and what does not
Strategic Intensives are not booked. They are typically recommended following an initial conversation, Executive Edge diagnostic, or when circumstances demand focused intervention.
Outcomes leaders value
- sharper decision quality
- reduced noise and second-guessing
- clear next moves and communication direction
- confidence rooted in thinking, not reassurance
If the situation fits, I’ll recommend the simplest next step — advisory cadence, a Strategic Intensive, or a diagnostic to reduce avoidable error.
The bigger picture.
In this work, tools come after trust. Advisory work is the starting point but can be supported by other tools.
Diagnostics may be used to bring structure where ambiguity creates risk. Coaching may be used to support leaders carrying sustained pressure and responsibility. Speaking and facilitation may be used when a leadership team needs a shared shift in judgement, language, and decision discipline. All are deployed selectively, in service of the decision.
Diagnostics
Used to clarify decision landscape, surface constraints, and establish a shared view of what is actually happening.
Optional, context-dependent, and designed to reduce avoidable error.
Coaching
Not performance coaching. Judgement work for leaders who must stay credible, decisive, and coherent under pressure.
Used when the leadership role requires sustained behavioural holding.
Speaking
Not inspiration. A structured shift for executive rooms — strengthening judgement, decision language, and alignment when pressure is high.
Used when the organisation needs a shared frame, not another presentation.
Who this is for
- CEOs, founders, and senior executives carrying material responsibility
- leaders navigating scale, scrutiny, risk, or strategic inflection points
- decision-makers who value rigour and discretion
- leaders who want clarity, not reassurance
Who this is not for
- operational delivery or consulting execution
- exploratory conversations without consequence
- performance or mindset coaching
- those seeking motivation, visibility, or validation
If the work can be delegated elsewhere, it should be.
If you’re carrying the decision, let’s make the thinking precise.
Request a confidential conversation and share the context, stakes, and time horizon. If the situation fits, we’ll agree a simple next step.
No free consultations. No browsing calls. Just considered conversations.
To submit an enquiry
- Your role and organisation
- The decision context
- What is at stake
- Your time horizon
The clearer the stakes, the sharper the work.