I started Performance and Engagement^® in 2013 because I kept seeing the same thing. The leaders had more in them than anyone around them had spotted, and the organisations they worked inside were built to manage that potential rather than back and grow it.

Before this I spent years in senior HR roles, including at Morrisons, a business of 130,000 people. You learn things at that scale you can’t learn any other way. You see how a culture really works, from the ground up and the top down. You see which leaders grow when someone believes in them and which ones quietly get written off. And you see how much performance stays locked away when people are managed as a cost and their time mechanised into utilisation, rather than backed and grown as what the whole company thrives on.

That’s the work I do now. I help organisations set direction and then build the leadership and culture to deliver it, sitting alongside executive and senior leaders and the teams around them. Sometimes that’s coaching a leader through what’s in the way, sometimes a keynote when an audience needs inspiration and insights. The work each leader and each business needs, done properly, with the time it takes and coming from a deep understanding of their world.

I believe what’s possible in a person is bigger than what you see when you assess them. Given backing and belief, people go further than any spreadsheet predicts. That belief runs under everything Performance and Engagement does.

If that’s the kind of partner you’re looking for, I’d be glad to talk.