Clarity Under Pressure.
I partner with founders who operates in environments where decisions matter, pressure is constant, and leadership posture becomes the constraint.
This work is not about advice or optimisation. It is about holding space for clarity, challenging assumptions under pressure, and evolving leadership posture as the business scales.
Shaped in high-stakes, first-of-a-kind environments.
Before working with founders, I spent nearly two decades inside large, complex organisations where markets had to be built from scratch, responsibility carried real consequence, and decisions were often made without precedent.
My work sat at the edge of these systems. Cross-functional and international teams. New markets. High uncertainty. No playbooks.
That is where I learned how internal friction, leadership posture, and pressure interact long before most people can name it.
I have led market entry and commercial strategy for organisations including BP, RWE, and Bouygues, secured £10B+ in cross-border business, and carried £15M+ budget responsibility in high-pressure environments.
But the most valuable learning did not come from scale itself.
It came from watching capable leaders struggle when identity lagged behind responsibility.
Why sparring.
Advising works when the problem is technical.
Sparring is required when the challenge is internal, relational, and identity-level.
Founders do not need more answers. They need a place where decisions can be tested honestly, blind spots surfaced quickly, and leadership posture recalibrated without performance theatre.
How I work.
My work blends senior commercial experience, executive coaching, and identity-level leadership work. Not as a method, but as a way to resolve internal friction at its source.
The focus is always the same: restore clarity, reduce unnecessary pressure, and help leadership posture evolve at the speed of the business.