I do this because I love business. The cut and thrust, the challenge, the opportunity to get stuck in with good people trying to do something difficult, I can’t live without it. But beyond that, I understand what drives most leaders at this level — you’re not just building a business, you’re securing a future. For your family, your people, the things that matter most. That responsibility adds weight to every decision, and it deserves support from someone who gets what’s really at stake.
And this is why I believe all serious business leaders should have a coach. Your goal is too important not to. Do you know any serious professional athlete or a growing number of serious amateurs who don’t have a coach? Yet in business, where the stakes are often higher, we somehow think we should figure it all out alone.
I believe everyone should have a coach. And over the years, I’ve had a few. But one of the frustrating things is that most in the profession tend to come from HR, L&D, financial, or psychological backgrounds. All good people, but they didn’t truly get what it’s like to carry the full weight of leadership, people’s jobs, and operational responsibility.
Eventually, I had the benefit of being coached by John Webster, a senior and highly respected advisor. Like me, he believed in coaching. He brought real gravitas, and I got a lot from it. He’s retired now. Such experience is extremely rare in a coach.
A Few Words From a Client
“It has been a real pleasure, first of all, meeting Trevor and secondly engaging and working with him. For an ex-military man, he is surprisingly empathetic and perceptive. He is also practical and down to earth and seems to be able to get to the nub of an issue pretty quickly. He doesn’t let you off either; you have to show engagement and action, and he will hold you to account. If you can persuade him to coach you, and he is selective, then you have done yourself and your business a favour.”
— Stephen Waud, Group Chief Executive – Business Enterprise Fund
I spent a decade learning professional leadership in the Royal Marines, then thirty years applying those principles in business. That combination – formal leadership training followed by decades of commercial experience – shapes how I work with senior leaders today.
That’s why I do this now. To be the advisor I always needed, someone who brings commercial judgement and lived leadership experience, not just frameworks or financial insight from the sidelines.
