Board & CEO Advisory

CONFIDENTIAL ADVISORY FOR SENIOR LEADERS

At board and CEO level, the most consequential challenges are rarely technical. They are relational, systemic, and often invisible to the organisation itself. This advisory work offers senior leaders a discreet, independent thinking space to clarify direction, examine underlying dynamics, and make grounded decisions in moments where responsibility is concentrated and margin for error is small.

Why this advisory matters

Clarity at this level is not about speed or certainty — it is about seeing what is actually happening, including what is unspoken, avoided, or structurally distorted.

Boards and CEOs often operate inside systems that reward performance while obscuring cost: misaligned incentives, unresolved conflicts, loyalty traps, or silent power struggles.

This advisory supports leaders in:

  • regaining perspective beyond organisational noise

  • distinguishing signal from pressure

  • acting with authority that is both decisive and relationally intelligent

The work is pragmatic, reflective, and firmly grounded in real organisational contexts — not abstract models or motivational narratives.

Situations where this advisory is most relevant

This work is typically sought in moments such as:

  • CEO or board-level transitions (entry, exit, succession, ownership change)

  • Strategic deadlocks at executive or board level

  • High-conflict or high-silence leadership teams

  • Founder–board or CEO–shareholder tensions

  • Power shifts following mergers, restructuring, or rapid growth

  • Situations where formal authority exists but influence is eroding

  • Moments of reputational, ethical, or relational risk

  • Leadership impasses that cannot be processed internally

How the work unfolds

Each advisory engagement is shaped around the specific organisational context and needs of the leader or board involved. There is no predefined program or fixed cadence.

Depending on the situation, the work may include:

  • One-to-one advisory conversations with a CEO or board chair

  • Short-term, focused advisory engagements around a defined issue

  • Ongoing sparring support over a limited period

  • On-site meetings at company premises or other agreed locations

  • Discreet involvement during sensitive organisational phases

The emphasis is always on clarity, alignment, and responsible action — not prolonged engagement.

Professional background

I bring over two decades of experience in C-level and senior leadership roles across complex organisations, alongside a parallel professional background of +15 years in psychotherapy and supervision.

This dual perspective allows me to:

  • understand organisational systems, incentives, and power dynamics

  • work fluently with ambiguity, conflict, and unspoken tensions

  • support leaders without reducing challenges to either strategy or psychology alone

I work independently and discreetly, without institutional affiliation or external agendas.

Engagement principles

This advisory work is guided by a small number of clear principles:

  • Discretion and confidentiality as a baseline

  • Direct, respectful dialogue

  • No hidden agendas or secondary stakeholders

  • Time-bounded engagements where possible

  • Clear agreements on scope and expectations

Initial contact

Board-level and CEO advisory engagements typically begin with a brief exchange to understand the context and determine whether the work is appropriate.

If you are considering this form of advisory support, you are invited to share a short description of the situation using the form below. I will review it personally and suggest next steps, typically via a confidential conversation by phone or email.