After 20 years inside complex global organisations across finance and culture I saw how progression really worked, and who it worked for. It wasn't always the most capable people getting ahead. It was the ones who already understood the unwritten rules.

 

That curiosity took me from a masters to a doctorate, interviewing 45 senior leaders about how promotion decisions actually get made. What I found wasn't surprising, but it was hidden: the signals that matter, the exposure that counts, the behaviours that get someone labelled "ready." When those rules stay invisible, talented people stall or leave and organisations lose the very people they spent years developing.

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I built this practice for the brilliant people who shouldn't have to work twice as hard to be seen and for the organisations smart enough to stop losing them.

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I work with organisations to make the unwritten rules visible so they keep their best people and turn potential into performance they can measure.