Consulting
The other kind of help.
More than twenty years of commercial judgement brought to the problem.
Coaching works on the person carrying the problem.
This works on the problem.
Who I work with
Founders and entrepreneurs
Building the thing, and running out of people who will tell you the truth.
Senior executives and the C-suite
Accountable for the outcome, working through a structure someone else designed, and short of people who will disagree with you in private.
Leaders building and shipping AI
Where the technology is the easy part and the operating decisions are not.
Investors and money managers
Responsible for other people’s capital, and surrounded by views that come with a position attached.
For the larger personal question underneath the work, that usually moves next door.
That is Coaching.
What fits
- A decision deferred three times.
- A strategy that does not survive the numbers.
- An operating rhythm nobody designed.
- A risk everyone senses but nobody owns.
- A succession, exit, or transition being discussed without being named clearly.
- An AI initiative with energy but no operating spine.
- A founder making a decision too consequential to leave inside their own head.
- A leadership team moving fast, but not necessarily together.
How I work
Short and defined.
I listen to more people than you expect. Then I tell the person who has to act what I actually think.
A single session
For a decision that needs a sharper outside view.
A scoped piece of work
One to six months.
Useful when the problem requires listening, diagnosis, challenge, and movement over time.
A standing seat
Monthly or more often.
Independent judgement close enough to be useful, but outside enough to remain clean.
Founder, one-off project
We’d been circling the same decision for months, and everyone inside had a reason to keep circling. Rob listened to the team before he said anything, then told me exactly what he thought, including the part that was about me.
What you may leave with
Depending on the work
- A decision you can defend
- A clearer operating rhythm
- A sharper risk map
- A better question
- A cleaned-up narrative
- A board-level view
- A transition path
- An honest read on the people dynamics
- The sentence everyone has been avoiding
I would rather leave you with a decision you can defend than a document you will archive.
What I bring
More than twenty years in investment banking across Europe and Asia.
Most recently, I was a senior leader at Goldman Sachs in Hong Kong.
I understand how large organisations actually decide. I also understand what happens when the life built around those decisions stops being large enough.
Both matter.
What this is not
No bench. No juniors. No methodology sold as certainty.
- Not a deck for its own sake.
- Not a rubber stamp.
- Not theatre.
- Not a large implementation team.
If you need a large firm to execute a large programme, I am probably not the right answer.
If you need clear judgement before you commit to one, I may be.
Confidentiality
The work is private.
I do not share names, companies, roles, transactions, or commercial issues without explicit permission.
This matters when the issue involves leadership, succession, risk, capital, reputation, or a decision not yet ready to be public.
How to start
Tell me the problem in a paragraph.
It does not need to be polished. It does need to be honest.
Helpful
- What decision brought you here
- Who owns it
- What has already been tried
- Why now
- What makes it difficult to discuss internally
If I am the right person, I will say so. If I am not, I will say that too.