Selection decisions at senior levels are not driven by performance. Performance is assumed.

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What determines the outcome is how individuals are perceived - how risk is assessed around them - and the narrative that exists in decision-making environments. This is often difficult to see from within one's own position.

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Understanding and shaping that positioning, at the point where decisions are made, is the focus of this work.

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I have spent over thirty years working across international organisations, advising senior executives and leadership teams operating at the highest levels, principally within political institutions, financial services and technology. I have lectured MBA leadership, and coached tech executives e.g. Google and Microsoft at MIT.

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Over time, the pattern became consistent. The executives who advanced were not always the most capable in the room. They were the ones whose capability was most clearly legible to the people making the decision.

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After assuring capability and performance, understanding and shaping positioning at the point where decisions are made is the focus of my work.

 

Over the past decade, clients have included board members and senior executives across financial services, healthcare, and international enterprise in New York, London, Luxembourg, Frankfurt and other major financial centres.

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I work selectively with senior executives and family principals operating at, or moving toward, CEO, board, and governance-level roles. This is a discreet, context-specific process. Not all situations are appropriate for this work. Enquiries are made via the Private Conversation protocol.