Background
The question I am most often asked is what I actually do. The short answer: I help PE houses, boards and leadership teams perform when the plan meets reality. The longer answer is the story of how I got here.
For the past 8 years I have been delivering innovative experiential leadership and human factors based workshops to Magic Circle law talent programmes, Rail operators, National Power supply and the Insurance market. Since 2021 I have led the Leadership and Communication module for PEPTalks working with and coaching private equity-backed Senior Leaders.
I have been Associate Faculty at Glion Institute of Hospitality Education in Switzerland designing and delivering master’s-level learning and education to an international cohort of students and busy executives.
I am a Hult Ashridge trained coach, UK Sport World Class Mentor at the European Mentoring and Coaching Council (EMCC) Master Coach level.
My first career was as a Royal Marines Commando officer, specialising in intelligence, operations and training. My job was to see the situation clearly before the adversary did, and turn that into operational advantage — reading the conditions under pressure and acting on them faster than the other side. I tested those decisions against thinking opponents on operations, and designed programmes to prepare others through wargaming and red-teaming.
I left convinced that the most important work in any high-consequence organisation is not the plan — it is what happens to the people executing it when the plan meets friction. I wanted to work on that problem directly.
I closed that career as the Naval Service’s subject-matter expert on operational stress and professional ethics — the ground RESeT® stands on. The military and commercial experience informs the work.
Author of Think Like a Marine (Pavilion Books, 2021) . EMCC Master Executive Coach. MBE.
Skills are what you know. Capacity is whether you can reach them when it counts.
Most leadership development prepares people for calm conditions, then sends them back to conditions that are anything but. I work in the gap between knowing and doing — helping leaders see the conditions clearly, let go of the illusion of control, and free their teams to act.
The gap, and why it’s widening
A leader can know exactly what good looks like and still not reach it when the tempo rises, the sleep is gone, and being wrong costs something.
And the gap is widening. AI and systems are absorbing the routine. What remains is the work that needs a human ready to decide, improvise productively and stay in honest contact with reality. Judgement. Almost nobody builds it deliberately. I do.
Decision Point
I founded Decision Point to do this work properly: executive coaching, team development, and RESeT® — the cognitive and physical foundation that decides whether any skill is available under pressure, co-created with Sophie Plato.
It is, as far as I know, the only leadership development practice in the UK that addresses both what leaders must know and what they must be — physically, emotionally and neurologically — to reach that knowledge when it matters most.
Where it’s been tested
The work has been tested where it has to hold. Olympians. Magic Circle law. PE-backed leadership teams. Critical national infrastructure. Owner-led businesses carrying everything on one decision.
And the next generation: Sommet Education trusts me as its lead for leadership under pressure, teaching Masters-level executive education at Glion Institute of Higher Education.
Let’s talk.
No off-the-shelf programmes. No complexity for its own sake. Honest, experienced, high-impact work — with leaders and teams ready for something that genuinely sticks.