“We are not what we know but what we are willing to learn.”
Working together
Judgement. Leadership.
The people behind both.
Executive coaching for founders, partners and senior leaders navigating growing responsibility. Specialist advisory on investment decision-making and team leadership. Available in London and online.
Work on your own leadership, or on a defined question about how your investment team makes decisions and develops its people.
Executive coaching ↓ Investment-team advisory ↓The situations we work through
Too many decisions still come back to you.
You have capable people around you, but remain the point through which decisions pass. The question is how to give others real responsibility while retaining confidence in the quality of their judgement.
Different stakeholders need different things from you.
Investors, colleagues and clients bring competing expectations. You need to decide where to hold your position, where to adapt and how to build support for the decisions that matter.
The business has grown. Your role needs to change with it.
What made you effective at the start may now absorb attention the wider business needs elsewhere. The work is to recognise what only you should do, what others can own and how you want to lead this next stage.
01 · Executive coaching
Leadership at each
career stage.
One-to-one executive coaching for founders, investment leaders and partners, including leaders in investment management, professional services and venture-backed businesses.
Work on the decisions, relationships and patterns that shape your effectiveness. Bring a live leadership question, a changing role or a situation you want to approach differently.
Emerging Leaders
From expert to leader.
Senior Leaders
Lead through others.
Leadership Transitions
Choose your next contribution.
“I’ve earned this responsibility.”
“How do I lead people who used to be my peers?”
“I can shape the firm’s direction.”
“Clients, partners and teams all need something different.”
“I’ve built something that matters.”
“What do I want my next role to mean?”
Career and responsibility
Dotted routes: space to think, useful challenge and possible ways forward.
An illustrative journey, not a fixed sequence or a measure of performance.
Build your leadership identity
Move beyond being the expert. Find your voice and build trust.
Explore this stage
For new partners, portfolio managers and practice leaders taking responsibility for people as well as delivery.
Questions we might explore
- What does this role need from me now?
- How do I lead former peers and delegate well?
- How do I balance client work with developing people?
Use your influence deliberately
Manage stakeholders. Share responsibility. Protect time for judgement.
Explore this stage
For established partners, CIOs and senior leaders balancing performance, people and the wider firm.
Questions we might explore
- Where should I put my time and attention?
- How do I build agreement across the partnership?
- Which decisions should I own, share or delegate?
Define what comes next
Work through succession, identity and the contribution you want to make.
Explore this stage
For founders and experienced leaders considering succession, a change of firm, a portfolio career or a different role.
Questions we might explore
- Who do I want to be beyond this title?
- What do I want to preserve or hand over?
- Where could my experience make the greatest contribution?
A journey through leadership
Emerging
leaders
“I’ve earned this responsibility.”
Senior
leaders
“I can shape the firm’s direction.”
Leadership
transitions
“I’ve built something that matters.”
Energy and conviction
“How do I lead former peers?”
“Everyone needs something different.”
“What do I want my next role to mean?”
Career, responsibility and what comes next
Space to think, challenge and possible ways forward.
An illustrative journey, not a fixed sequence or a measure of performance.
Emerging Leaders
From expert to leader.
“I’ve earned this responsibility.”
“How do I lead people who used to be my peers?”
Career and responsibility
Build your leadership identity
Move beyond being the expert. Find your voice and build trust.
Explore this stage
For new partners, portfolio managers and practice leaders taking responsibility for people as well as delivery.
Questions we might explore
- What does this role need from me now?
- How do I lead former peers and delegate well?
- How do I balance client work with developing people?
Senior Leaders
Lead through others.
“I can shape the firm’s direction.”
“Clients, partners and teams all need something different.”
Career and responsibility
Use your influence deliberately
Manage stakeholders. Share responsibility. Protect time for judgement.
Explore this stage
For established partners, CIOs and senior leaders balancing performance, people and the wider firm.
Questions we might explore
- Where should I put my time and attention?
- How do I build agreement across the partnership?
- Which decisions should I own, share or delegate?
Leadership Transitions
Choose your next contribution.
“I’ve built something that matters.”
“What do I want my next role to mean?”
Career and responsibility
Define what comes next
Work through succession, identity and the contribution you want to make.
Explore this stage
For founders and experienced leaders considering succession, a change of firm, a portfolio career or a different role.
Questions we might explore
- Who do I want to be beyond this title?
- What do I want to preserve or hand over?
- Where could my experience make the greatest contribution?
Dotted routes: space to think, useful challenge and possible ways forward.
An illustrative journey, not a fixed sequence or a measure of performance.
Available to individuals and to firms sponsoring coaching for their founders, partners and senior leaders.
Founders & venture-backed leaders
Grow your leadership with the business.
Building a company brings changing demands. Decisions become more consequential, teams need clearer direction, and the founder’s role evolves.
I work with founders to develop how they lead: sharing responsibility, building a leadership team, working effectively with investors and boards, and deciding where their own attention makes the greatest difference.
Coaching can be arranged directly or through a venture firm supporting its portfolio leaders. For sponsored work, the objectives, confidentiality and any reporting are agreed before we begin.
02 · Investment-team advisory
Uncertainty,
given form.
Scaling alpha.
Extending your impact.
As an investment firm grows, sustaining outperformance asks more of its strongest investors. Their impact increasingly depends on how well their judgement travels through the team.
I work with founders, CIOs and portfolio managers on scaling that impact: clarifying decision ownership, delegating with confidence, strengthening challenge and developing investment talent.
The aim is to build a team that can exercise strong investment judgement with greater independence, while preserving the discipline and distinctiveness behind the firm’s edge.
Investment decision-making
Clarify how investment decisions are made, which belong with the CIO, portfolio manager or analyst, and where delegation or accountability breaks down.
Challenge and conviction
Examine how the team tests a thesis, handles disagreement and changes its mind when the evidence changes.
Developing investment talent
Help experienced investors give useful feedback, develop analysts and take responsibility for other people's growth.
Advisory addresses a defined team or organisational question. Individual coaching can support the leaders responsible for putting changes into practice.
How work begins
A clear purpose.
A considered way of working.
Start with the situation
An introductory conversation explores what is happening, what you want to change and whether coaching or advisory is the right fit.
Agree the work
Define the focus, objectives, format and scope before starting. The work should relate to the decisions and responsibilities you actually hold.
Review what changes
Agree how progress will be reviewed, using relevant changes in decisions, leadership behaviour or team practice.
For firm-sponsored coaching, objectives, confidentiality and the scope of any reporting need to be agreed with the participant and sponsor before work begins.
Start with a conversation.
Bring the situation you are working through. We can explore whether coaching or advisory would help.
Arrange an introductory conversation →