Isabel Page

I have spent over 30 years working across international organisations, and the past 15 years advising senior executives. Much of this work has been within financial services and the technology sector, including exposure to global organisations and leadership teams operating at the highest levels.

Over time, a consistent pattern became clear. Selection decisions at senior levels are not driven by performance. Performance is assumed.

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. The work I do now focuses on this.

After assuring capability. After confirming performance. Understanding and shaping positioning at the point where decisions are made.

I work selectively with senior executives operating at, or moving toward, CEO and board-level roles. This is a discreet, context-specific process. Not all situations are appropriate for this work.