Before you get in touch
The honest answers.
Before anyone books a call they tend to have the same handful of questions — what it costs, what actually happens in the room, whether this is even the right work for them. Here they are, answered plainly. No pitch.
What we do
Who is this for?
Leaders who carry the decisions that matter, and the teams around them — chief executives, senior partners, board directors, founders and management teams. Most of the work is in private equity, Magic Circle law, critical national infrastructure and international luxury. What those worlds share is that the pressure is real, it’s often public, and the conditions keep moving. If that’s your week, you’re in the right place.
How is this different from other leadership development?
Most leadership training happens in the calm. People learn frameworks in a comfortable room and are expected to reach them later, when it’s hard. That’s the gap this work sits in. The focus isn’t more content or more control — it’s orientation: seeing the conditions as they really are, ahead of your competitors, and freeing your team to act on what you see. You leave with more capacity, not more theory.
Why not use one of the bigger firms?
You can, and some of them do good work. It is worth knowing the shape of it so you can compare honestly. They will put two associates from a bench in front of you, and the first six months is design — a survey, interviews with the leaders and the team, a diagnostic, then a proposal: coaching plus two or three contact days. Sixty thousand plus expenses is not unusual. What you have at the end of it is a careful, well-evidenced account of the problem you could already name on day one, and the work itself starts in month seven.
I start where you already are. We orientate — get you and your team seeing the conditions as they really are — and find the right action now. Diagnosis is not a phase you buy before the work; it is the work, and it happens in the room with you. Six months on you are ahead of what is coming, rather than six months into describing it.
What actually happens?
We start with your real situation, not a curriculum. A decision you’ve been sitting on. A team that isn’t telling itself the truth. A transaction with a clock on it. One-to-one, it’s a conversation that goes somewhere most conversations don’t. With a team, it’s a room with genuine pressure in it, where peers examine each other honestly and the situation does the teaching. It’s demanding, on purpose. It isn’t a lecture you sit through.
The practicalities
What does it cost?
There’s no rate card, and I’d rather not invent one. One-to-one work is a mandate rather than a package — I hold one or two at a time, by referral, and it’s scoped to you. Team work is scoped to the shape of the programme; a three-day intensive and a programme running across months are different pieces of work. You’ll have a real number after the first conversation, before you’re asked to commit to anything.
How much time will it take?
Less than the problem is already taking. One-to-one usually runs as a session a month, with contact in between when something is live. Team work runs either as an immersive few days or as a programme spread across months, built around your diary rather than mine. Nobody needs to disappear for a week.
Is RESeT® a wellness programme?
No. RESeT® is about the capacity your judgement runs on — whether you can still see clearly at the end of a hard quarter. Short of sleep, judgement degrades measurably, and the people most affected are usually the last to notice. Treating recovery as part of how the business performs, rather than a perk, is an operational decision. Operational, not optional.
Do I need to be interested in the military side of it?
Not at all. Twenty years as a Royal Marines Commando officer informs the work; it isn’t the work. There’s no shouting, and no war stories standing in for content. What came out of those years — and the twenty since, in boardrooms — is a serious body of work on how people see, decide and act when it’s hard. That’s what you get.
Fit
Does it have to be the whole team, or can it start with me?
Either. A lot of this starts with one person and moves outward when it’s ready to. Other organisations start with the team, because that’s where the friction is. There’s no correct answer in general — the first conversation is usually enough to tell which one is right for you.
How would I know it’s working?
The change shows up in behaviour before it shows up in a metric. Decisions made rather than deferred. Bad news travelling faster, while it’s still cheap. A team that moves when the plan breaks instead of waiting to be told. We agree at the start what you would expect to see different, and we look at it honestly as we go. I’d be wary of anyone offering you a number for this before they’ve met you.
What if it isn’t the right work?
Then I’ll tell you on the first call, and it will have cost you half an hour. Sometimes what’s needed isn’t coaching at all — it’s a structural fix, or a conversation with someone you’ve been putting off. I’d rather say so than sell you a programme. The work runs on referral, so a client who didn’t need it costs me more than an empty diary.
What happens on a discovery call?
Thirty minutes on your real situation. No slides. You’ll do most of the talking and I’ll ask the questions I’d ask a client. By the end you’ll know whether it’s worth going further, and so will I.
Something I haven’t answered?
Ask it. If there is a question you would want answered before spending anyone’s time, put it in the first conversation — thirty minutes on your real situation, and a straight read of whether this is the right work.