Here’s how I help leaders and teams who can’t afford to get people wrong.
Every engagement starts with hard behavioral data. Then we use it to make better decisions about hiring, teams and transitions.
Hiring and vetting senior people
Nothing damages a growing company faster than putting the wrong person into a critical leadership role. A bad senior hire isn’t just expensive. In a high-stakes business it can put the mission at risk.
I don’t screen résumés. I come in at the final stage and assess your shortlisted candidates with certified Hogan assessments. You learn:
- How they’re likely to lead
- What actually motivates them
- How they behave under stress, and where they’re likely to derail
- Who is ready for promotion, and who isn’t yet
You get this before you make the offer, while it can still change the decision.
Seeing how your team really works
Strong teams can still stall. The friction is usually quiet: delayed decisions, side conversations, vague agreement, and nobody willing to say “this is a bad idea.”
I put teams through structured simulation exercises and diagnostic assessments that show how people really communicate, decide and handle conflict in real time. Not how they behave in a standard meeting, or how they describe themselves in a low-quality online test.
Then we look at the incentives, boundaries and structures behind the friction, because most “personality conflicts” are really design problems.
One-to-one advisory for founders and technical leaders
Strategic sparring for founders, technical executives and key leaders going through high-pressure change.
- Find and fix your blind spots, with data rather than guesswork
- Handle difficult, high-stakes stakeholder relationships
- Turn technical expertise into clear authority
- Stop being the bottleneck for every decision, and push authority out to your team
Handovers, successions and new leaders
Stepping into an executive role, or handing over operational control, creates friction for everyone. The new leader waits for decisions the founder still makes. Managers route questions through old channels. Nobody is trying to sabotage the transition, but everyone is working from a different map.
I help founders, boards and incoming executives line up leadership styles, incentives and expectations, so the handover happens without losing momentum or losing touch with your vision.
Training, facilitation and custom work
Need something tailored? I also run custom training, facilitated sessions such as team values workshops, and bespoke consulting. Tell me what you’re facing and we’ll work out the right shape for it.
These are the tools I use, and why I trust them.
Hogan assessments
Hogan measures your reputation, not your identity. Your identity is the story you tell yourself. Your reputation is how other people experience you, and your success at work depends on it.
I’m certified in Hogan’s assessments and advanced interpretation, and use three of them: the Hogan Personality Inventory (how you show up on a good day), the Hogan Development Survey (how you derail under stress) and the Motives, Values, Preferences Inventory (what drives you).
CopperTeams
Roughly half of execution is visible: plans, meetings and KPIs. The other half is human: trust, alignment, capacity and psychological safety. That’s where execution slows down first, and where leaders can see the least.
As a CopperTeams partner, I use it to measure those hidden drivers continuously, so you catch problems before they show up as missed results.
Not sure which of these you need? That’s what the first call is for.
Book a 30-minute call. We’ll get to know each other, talk through the challenges you want to address, and work out how, or whether, I can help.