Leadership
Team Advisory
Facilitated advisory for executive teams and boards. Every session designed in response to what the team is actually carrying — the decisions pending, the tensions unresolved, the clarity the organisation needs but hasn't found yet.
Not a slide deck. Not an action list that will be filed. The teams that have done this work leave with something real: a shared language for the decisions they face, clarity on what has been decided and who owns what, and the experience of having thought seriously together — which changes how the team operates in the weeks that follow.
Enquiries for this work come most often where judgement matters more than energy, and where the room requires structure, challenge, and clarity rather than motivation. This is not generic content adapted for your audience — it is bespoke work designed in response to what your team is actually facing.
Combined format: A Masterclass in the morning to build shared capability and language, followed by structured Leadership Team Advisory in the afternoon to work live decisions and tensions. This combination is available on request and often produces the deepest results.
Every Session Is Shaped Around
- The pressures the team is carrying
- The decisions they are avoiding
- The behaviours quietly shaping performance
- The tensions that must be confronted
Four contexts where leadership team advisory matters most
When the Next Phase Cannot Be Solved Through Incremental Thinking
When leadership teams need to clarify direction in the face of complexity, test the assumptions behind growth or capital decisions, and move from broad ambition to the commitments that shape the next chapter. My role is to help leaders hold a strategic conversation that moves beyond presentation and into genuine decision.
When Something Is Shifting Beneath the Surface
Leadership transition and succession planning. Restructuring or merger activity. Organisational resets after periods of sustained pressure. I help executive teams step back from reactive thinking and confront what has changed, what remains stable, and what must now be decided differently.
When the Governance Relationship Requires Recalibration
Leaders invite me into these rooms when they need preparation for scrutiny or accountability, a structured environment to surface difficult conversations, and support translating operational reality into board-level language. The work is not about consensus. It is about clarity and coherence between governance and execution.
When the Strategy Is Clear But Decision-Making Inside the Team Is Not
Clarifying authority and decision rights. Surfacing hidden friction that slows execution. Strengthening trust at senior level through shared understanding of consequence. The outcome is not simply alignment — it is a stronger decision cadence across the executive group.
Bespoke, not templated
There is no standard agenda. The design of every session begins with understanding what the team is carrying, what decisions are pending, and what must shift in the room for the session to have been worth the time.
Facilitation that creates safety for honest conversation and pressure for real conclusions. Not managed to comfort. Managed to consequence.
Before the Session
Conversations with the sponsor and, where useful, individual members of the team. Understanding the dynamics, the history, the tensions, and the outcomes that genuinely matter. Review of relevant documents, decisions, or diagnostics.
The Design
An agenda built backwards from the outcomes required. Not a programme of activities. A structured sequence of conversations, working sessions, and reflection designed to produce clarity, not just discussion.
During the Session
The team leaves having actually decided something or having genuinely confronted something — not having talked around it.
After the Session
A written summary of key decisions, agreed actions, and unresolved tensions that require follow-up. Optional follow-up advisory to maintain momentum.
One Day
Typically for executive teams of 8–15 people. Intensive, focused, structured around one or two significant decisions or challenges. The most contained format.
Two to Three Days
For teams requiring more space — strategic planning, significant transitions, or complex alignment work. The additional time allows for deeper work and for the thinking to develop between sessions.
Governance-Focused
Designed specifically for boards and governance bodies. Focus on collective effectiveness, strategic oversight, and decision quality at governance level. Distinct in pace, format, and the kind of challenge the facilitation offers.
If you have a team that needs to think seriously together
Start with a conversation about what you are navigating and what a well-used day or two would actually produce.
Start a Conversation