One-day workshops for corporate teams, and one-to-one mentoring for the people leading them. Both are built from more than twenty-five years alongside senior leaders — over sixteen of them inside Standard Chartered Bank, and the last decade in independent practice across London, New York, and Singapore.
Corporate Training Workshops
One-day, in-person workshops for corporate teams and cohorts. Built from the work done with boards and chief executives, translated for teams at every level.
Talent gets people hired. It rarely gets them heard in the room, trusted with the next decision, or promoted ahead of schedule.
Engagement is not a survey score. It is whether people bring their judgement and their effort when nobody is watching.
Authority gets compliance. Influence gets commitment — and the higher the role, the more the job depends on the second.
Built for rising managers through to established leadership teams. Every workshop is scoped to your organisation before delivery — run as a single day for one team, or repeated across cohorts.
1-1 Executive Mentoring
The higher you go, the fewer people will tell you the truth. Mentoring restores something senior leaders quietly lose: a place to think out loud, without managing anyone's impression of you.
Carrying the final call on strategy, people, and pace — usually with no peer inside the business to think it through with.
Chairs and directors who need to influence without operating, and to hold an executive team to account without taking the wheel.
Directors moving from running a function to leading the whole, where the job stops being about being the best operator in the room.
What we work on
Every engagement is set by the leader, not by a curriculum. In practice, most of the work falls into these five areas.
Making the call with incomplete information, and living with it without relitigating it every week.
Being heard by the people who matter — in the boardroom, with investors, and across a leadership team.
The first year in a bigger role, where the habits that earned it are rarely the habits that sustain it.
Building a leadership team that carries real load, so the organisation stops routing everything through one person.
Turning a direction everyone nods at into priorities people can actually act on next quarter.
The difference
More than sixteen years inside a global bank, then a decade advising founders, boards, and chief executives on growth, restructuring, and exit. The questions a leader brings to mentoring — the difficult board member, the underperforming deputy, the decision that will not wait for better information — are questions I have had to answer myself.
More than sixteen years in senior roles across London, New York, and Singapore, managing relationships with major financial institutions.
A decade mentoring and advising founders, directors, and boards — including multi-year engagements with the same leadership teams.
Client work spanning growth, restructuring, governance reform, and exit readiness, with outcomes cited from 3x to 10x.
No history inside your organisation, no stake in its politics, and no career to protect within it.
How the work runs
No fixed programme and no workbook. A regular, private conversation with someone who has no stake in the internal politics and no reason to tell you what you want to hear.
What you are carrying right now, what good would look like, and an honest view on whether mentoring is the right instrument for it.
No fixed curriculum. The work follows the decisions actually in front of you, and shifts as they do.
Sessions at a cadence that survives a real diary, with the space between them treated as part of the work.
Direct feedback and genuine accountability. Reassurance is easy to find elsewhere and rarely changes anything.
Client voice
Comments from senior leaders mentored across banking, aviation, consulting, trading, and governance, in Europe, the Middle East, and the Americas.
"Most senior leaders do not need more information. They need somewhere honest to test their thinking before they commit the organisation to it."
Danayal ZiaWhat changes
Next step
The first conversation is a chance to test the fit both ways — what you are carrying, and whether this is the right kind of help for it. No obligation either side.