I say what the room is thinking, and make it safe to fix.
Connected Peace

Trusted by leaders at:
BP | Deutsche Bank | Boots Alliance | Greene King | Greggs | Superdry | M&S | New Look | Kraft/Mondelez | Castrol | Moto Hospitality | Saga |WICC | Eclipse Furniture | Princess Cruises
Three ways in. One way of working.
For a leadership team, one leader, or a room of peers.
Advisory
Strategy that gets delivered
For when the delivery itself can't fail. I'm brought in when an organisation is scaling or changing faster than its leadership can hold, and the plan can't be allowed to slip. I help the leadership team work out the direction, test whether they can actually deliver it, and build the operating rhythm to land it.
Not a deck and a handshake. I stay in it until it holds without me.
Is something live right now that can't be allowed to fail?
How I work, in every room
01
Name it.
Say the thing everyone's been working around.
02
Make it safe.
So nobody has to defend how it got this way.
03
Make it simple.
Cut it down to what actually needs deciding.
04
Move it.
A plan nobody has to chase.
In their words
“
There were many times when I found myself making an internal ‘ooooh’ sound because you were asking the question that everyone else had danced around.
Aled James, Head of People, WICC
“
I've gone from a 2 out of 10 to a 7 in confidence, and for the first time I know exactly where the work still is.
Wyn Stevens, Moto Charge Programme Manager, Moto Hospitality
“
I didn't want Nic to take over; I wanted Nic to help us and hold us to account.
Nick Tatum, Chief EV and Energy Officer, Moto Hospitality
Who I work with
Founders, MDs, CEOs, and the people who report to them. Mid-sized organisations in a moment that's outgrown the structure around it.
Why Nic
Calm in the room. Direct when it matters.
I spent 20 years being the person who carried too much. Strategy and transformation roles in complex, high-scrutiny organisations, with billions in strategic value on the line. I was the one absorbing the decisions nobody else would make.
It worked. And it cost me. It costs most leaders who operate that way.

