02About
I ran operations, sat on boards, got it wrong in public — and then spent fifteen years helping other people do it better.
- London & remote
- Twelve principals at a time
- ICF PCC
The short version
- 2004
Operations, the hard way
I joined a 60-person logistics firm and left it, nine years later, as COO of 900. I learned what a bad Monday costs.
- 2011
Two boards and a redundancy
A non-executive seat, then a second. Then the company I helped build was sold and I was surplus. It was the most useful year of my career.
- 2013
Retrained, supervised, certified
An MSc in organisational psychology at LSE, ICF accreditation, and a supervisor I still see every month.
- 2016
The practice
Twelve principals at a time, three new places a quarter, and a rule: I only take work where the team will be asked whether it worked.
House rules
- 01
I work for you, even when your company pays.
Sponsors hear themes and progress. Never content.
- 02
No advice unless you ask twice.
The first ask is usually a way of not thinking. The second one is real.
- 03
Your team decides if it worked.
Every engagement is scored by the people around you, before and after.
- 04
If I am the wrong coach, I will say so.
About half of chemistry calls end with a referral to someone better suited.
- 05
Twelve principals. Never thirteen.
Attention is the product. I do not dilute it.
References
Names are shortened at clients' request. References are available after a chemistry call.
05 voicesShe is the only person who tells me the truth before the board does.
Six months in, my exec team stopped managing me and started arguing with me. That was the point.
I came for a promotion plan. I left with a different way of running a room.
Helena does not give advice. She asks the question you have been avoiding for a year, then waits.
The 360 was brutal and she made it useful. My team noticed the change before I did.
