The work.
Three streams of work. One craft underneath them all.
Everything I do rests on one craft — the muscle of being effective inside friction, change, and transition. Twenty-five years of clinical practice, mediation, behavioural science, and executive coaching, applied to the three places that work most needs it right now: family businesses moving through generational transition, scaling startups holding together across a Series A, and the leadership of organisations transforming their people and culture.
The three sections below describe each stream — who it is for, what the engagement looks like, what the work builds, and how to begin.
Family Business Advisory
Holding the family and the enterprise through the generational transition that will define them both.
- 75%+
- of India's GDP generated by family businesses
- 1 in 3
- operate without a documented succession plan
- 1 in 2
- cite senior-generation resistance as the biggest barrier
Over the next decade, Indian family businesses will undergo the largest generational transition in their modern history. The strategy consultants can map succession. The lawyers can draft the family constitution. The work that actually moves a family through the transition — the behavioural, relational, psychological work — is almost always unowned. That is the work I do.
Family businesses moving through generational transition. The parents who have carried the enterprise for a lifetime, the adult children stepping into it, and the family and enterprise as a single living system that has to carry them both. Concentrated in India, with reach across the South Asian diaspora.
I work with both generations — separately, so each is honestly heard, and then together, in the same room, around the business decisions, the strategic direction, the governance architecture, and the family constitution itself. I facilitate the conversations the family has been circling for years — not to solve them for anyone, but to hold the room while the family does the work of resolving them together. The engagement typically runs six to twelve months, curated to the specific shape of the family, the enterprise, and the moment they are in.
A succession that actually holds. A next generation that steps into the enterprise with the senior generation's trust rather than against it. A family that comes out of the transition closer, not just done. And a business that keeps its continuity across the handover — because the people inside it moved through the change together.
Four practitioner lenses in a single advisor — the exact combination the complexity of a family business transition asks for.
Behavioural Scientist
Reads the hidden dynamics
Licensed Clinician
Holds the charged room
Mediator
15 years in Family Court
Executive Coach
Partners the next generation
An hour of conversation — just you and me, or with the senior generation and the incoming generation together, whichever shape fits where you are. We talk about what you are carrying and what an engagement here might look like alongside it.
Begin →Scaling Startups — People and Culture at Series A
The people-and-culture partner across the Series A inflection — before the round, and after.
A Series A is decided by four things: a thesis, a product, a market, and a team. The first three arrive with specialist advisors who show up on cue. The fourth — the leadership team itself — has not had a specialist of its own. Investors have begun to act on this. Human capital due diligence has moved upstream into the Series A round and now sits formally alongside financial, commercial, and legal diligence at the leading global funds. The question of whether this team, working together, can convert eighteen months of capital into the milestones the thesis depends on is being asked before the term sheet is signed, and asked again, more pointedly, in the months after the wire.
Founders, co-founders, leadership teams, and HR of scaling startups approaching or just past a Series A round. The engagement also serves the venture investors and lawyers who refer companies into this work.
Before the round, a three-to-four-month engagement that works with the leadership team to become the team investors want to back — diagnosis, integration, and development of the specific capacities the diligence will stress-test. After the round, a six-to-eight-month engagement that moves the full leadership team through the developmental arc the next eighteen months demand — discovery and immersion, co-designed development plans, embedded live work through the ICR™ framework, and landed outcomes at the close. Both engagements include thought-partner work with the founder running weekly across the whole arc.
A leadership team that holds together across the operating shift the round triggers. Communication that moves at the cadence the next stage requires. Conflict held by the team rather than carried by the founder alone. Change led deliberately, not announced into a vacuum. The people-and-culture dimension of the round turned from a quiet risk into a visible asset — before investors look, or after they have.
An hour of conversation — with the founder, and where appropriate the investor or lawyer making the introduction. We walk through where you are in the Series A arc and what the engagement might look like alongside it.
Begin →Strategic Leadership Development for Organisations
The external advisor who partners with your leadership team through transformation of people and culture.
Every organisation, at every stage, carries moments where the people-and-culture dimension of the work has to be led deliberately. A merger. A succession. A restructuring. A new strategy that demands a different kind of leadership team from the one in place. A culture that has drifted and no one has named. The work in those moments is developmental, relational, and behavioural — and the leaders doing it are almost always carrying it without the support the moment needs.
CEOs, Managing Directors, and executive directors of small, mid-market, and enterprise organisations — in business and in the non-profit sector — working through the people-and-culture dimensions of a transformation. The engagement works alongside internal HR, not instead of it.
A curated six-to-eight-month engagement built on the same clinical-plus-conflict-and-change spine as the Series A work. Discovery and immersion in the first phase — weekly one-to-ones with every leader, observation of leadership-team meetings, trust-building and active gap-filling as the work goes. Co-designed development plans in the second — individual, team, and leadership-wide, in whatever combination the diagnostic calls for. Moving the team through the plans in the third — one-to-one coaching, leadership-team working sessions, mediation of the conversations the team has been avoiding, and live work inside the organisation’s actual operating cadence. Landing agreed outcomes at the close.
A cohesive leadership team upskilled on collaborative working, moving through conflict and change, and moving through friction — with the skill the team needs to hold what they are responsible for. An organisation whose next stage is being led deliberately, not managed around.
An hour of conversation. We talk about the transformation the organisation is in, where the leadership team is carrying it, and what the engagement might look like alongside it.
Begin →A conversation
Every one of these engagements starts the same way — with an hour of conversation. No deck, no pitch. Just time to understand the shape of what you are carrying and whether the practice described here is a fit for it. If it is not, I will tell you. If it is, we design what the engagement looks like together.
Start a conversation →