Working with founders at the moment the old playbook stops working
The scrappy-to-scaleup transition is one of the most disorienting moments in a founder's journey.
You built something real. The instincts, the pace, the personal control – it worked. But at a certain point the same approach that got you here starts creating the problems you’re trying to solve. Decisions that should happen without you keep coming back. The leadership team is talented individually but not functioning as a unit. The culture that felt like a strength is becoming harder to maintain. And underneath all of it is something harder to name – a set of assumptions about how to lead, what success looks like, and what letting go actually means, that haven’t been updated since the company was a fraction of this size.
That’s the gap I work in.
One-to-one with the founder
For the personal transition – the identity shift, the bottleneck patterns, and working out whether the business you’re building is still the one you want.
With your leadership team
For the organisational moment – surfacing the operating assumptions creating friction and redesigning how you work together at this stage of growth.
I’m an ICF certified coach with a MicroMasters in Organisational Psychology and a background in brand strategy at Procter & Gamble and other luxury and consumer goods companies. I’ve spent twelve years working with founders and leadership teams – through 1:1 coaching, facilitated offsites, and keynotes – on the transition from founder-led to something more sustainable. My clients have included founders and leadership teams from scale-ups across tech, consumer, and media, as well as global organisations including Unilever and Reckitt.