References & Testimonials
I have helped business leaders adjust to new and expanded responsibilities, persuade people, land new clients, navigate choppy waters, and implement change in large organisations.
While they typically want to improve or disrupt industries, or change the direction and pace of their own organisation - they always need to persuade, engage and "bring along" people.
Their level of experience is variable, their level of ambition is not. I am very proud of them and what they have achieved. Some of their names and stories are referenced below. Most are not.
My job is to discreetly help people persuade with powerful stories. I am all about them and happy to be their secret weapon.
Working with me isn't like wearing a Rolex, driving a Lamborghini, or writing with a Mont Blanc. These items tell eloquent stories, I don't. NDA discretion is standard.


Marcus Webb
Chief Storytelling Officer
"Peter is one of the best practitioners of “tough love” I’ve ever seen. He’s direct and uncompromising. He “gives it to you with the bark off,” as they say – but you’ll love every minute of working with him."

Rainer Hettinger
Siemens Nixdorf
"Thanks a million Peter – or should I say $400 million?" - after winning a large contract.

Angela Bowland
VP Strategy &
Marketing CSC
"An excellent coach for top level presentations. Great results, expert, high integrity.
UK CEO
“You're brilliant because, you're annoying because, you instantly bore in on the ONE THNG…”
Senior Military Officer
"…unafraid and happy to challenge… thinks in broader terms… more ambitious and less constrained… "
Partner
Magic Circle Law Firm
“I was invited to join the partnership! Which of course I accepted! It was an incredible feeling, with a flood of relief and excitement....The partners who interviewed me said how strong my interview had been.”
Head of Public Affairs
FTSE 100 Company
"The interview. For THAT job. Investing in Peter’s coaching obviously worked because I was successful and am absolutely over the moon with my new role. He also guided me through the process of negotiating my salary up which saw an increase of over 35%."
General Counsel
U.K. National Regulatory Agency
“Very pleased to say that I have this afternoon been offered the job. Thanks for your help, it really was invaluable!”
1. Defining a Leadership Narrative During an Executive Transition
You’ve been appointed CEO, President, or Managing Partner and need to establish credibility with investors, clients, and employees FAST.
A rambling vision dilutes authority. You need a coherent, clear, and compelling core narrative that signals strategic clarity, emotional intelligence, and direction.
“In my first 100 days, I want the board, the team, and the street to hear the same cohesive story: what I stand for, what will change, and what stays sacred.”
2. Delivering a Flagship Keynote or TED-style Talk
You're speaking at your industry’s top event, a TEDx stage, or an internal company-wide all-hands watched by thousands.
These are not presentations. They are “stage” moments that define your reputation. You need a story that teaches, inspires, and sticks.
A CMO giving a keynote titled “Why Data is Nothing Without Meaning” needs a tight throughline, memorable language, and a persuasive arc, not just pretty slides.
3. Preparing for a High-Stakes Investor Pitch or Capital Raise
You’re fundraising, prepping for IPO, or facing a hostile proxy battle.
Investors don’t buy numbers alone. They buy confidence, clarity, and belief in your command of the future. They buy stories.
A founder pitching during market uncertainty needs a narrative that frames headwinds as opportunities and demonstrates mastery without appearing defensive.
4. Communicating in Crisis or Transformation
You're leading a restructuring, a merger, layoffs, or facing regulatory scrutiny.
One wrong sentence can destroy trust. You need a message and a story that balances empathy, transparency, and control.
A CEO announcing structural changes, such as a pivot to AI, a shift in strategy and focus, or layoffs to a global workforce, must anchor the message in long-term purpose and future strategy while acknowledging the present pain.
5. Repositioning Your Personal/Corporate Brand
You or your firm is evolving.
Identity shifts require precise story architecture so audiences understand not just what’s new, but why it matters.
A founder stepping into a board chair role must narrate the handoff in a way that signals continuity of values but elevation of scale.
6. Competing for Awards, Boards, or Platforms
You're vying for a "Most Powerful XYZ" list, seeking a board seat, or applying for a global fellowship.
Gatekeepers want proof that your story is coherent, credible, and retellable.
You're applying for the Oscars of your industry, and it requires a narrative that weaves a personal journey, impact metrics, and systems-level insights into a single, persuasive thread.
7. Launching a Signature Initiative or Thought Leadership Campaign
You’re launching a firm-wide initiative, a platform on mental health in leadership, or a CEO-authored white paper on AI ethics.
Thought leadership is not about hot takes. It’s about building intellectual and emotional authority.
The Head of Strategy writing “The Ethics of Predictive Capitalism” must be both visionary and concrete.
In these situations, storytelling isn’t decoration. It’s the vehicle for influence. Rigour isn’t the number of words you use, it's which words you deploy and which stories you tell. It’s about tight logic, layered meaning, and intentional structure.

