Who I work with

I work with organisations where certain appointments carry disproportionate consequence, including:

• Fiduciaries and trustees (independent and sponsor-backed platforms), including multi-jurisdiction groups where cross-border leadership decisions are frequent.

• Private client and trust practices within law firms, including practices with fiduciary arms.

• Private client and tax divisions within accounting firms, particularly where partner-level hires or leadership changes affect client stability.

• Single family offices and private investment offices where discretion, judgement and continuity matter more than process.

Engagements are typically instructed by market leadership, managing partners, board-level stakeholders, or principals, often in coordination with internal talent and risk functions.

Outputs and documentation

Written outputs are designed to be useful inside regulated and reputation-sensitive organisations:

• Redacted written briefs that can circulate without placing sensitive identities into email threads.

• A verbal readout where identities and nuance are shared with decision-makers.

• Clear conclusions and practical implications (offer terms, onboarding, oversight, sequencing).

Where a client requires named documentation, this can be handled in a controlled way, with distribution rules agreed in advance 

Commercial model

Fees are time-based, with indicative caps agreed at the outset. There are no percentage-of-compensation fees and no success-linked incentives post-hire. The engagement is designed to run through to completion, with disciplined momentum and clear ownership of next steps, without the conflicts that sit inside success-fee models.

Engagements can be commissioned:

• Ad-hoc for a specific appointment, referencing or succession question, or

• as an ongoing relationship over multiple years when you want a standing external partner across a small set of critical roles.

How this sits alongside internal teams and other routes

This work is designed to complement internal recruiting and leadership-led networking, not compete with it. Internal teams can generate names at scale. What is harder, especially as tooling improves, is maintaining signal quality, judgement, discretion and sequencing in often small, political markets.