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OtherThe Model Isn't the Analysis. The Analysis Is Everything You Cut Out of the Model.
The first DCF I ever built had 17 tabs. I remember because I counted them, proudly, when I handed it to my new Boss. He didn't open it. He asked me what the three things were that mattered most to the valuation. I started to explain the WACC build. He cut me off. "No. The three things about the business."
OtherWhy Most Analysts Think They're Better Than They Are
In 1977, the educational researcher K. Patricia Cross surveyed college professors and asked them to rate their own teaching. 94% put themselves above average. Two-thirds placed themselves in the top quarter. The numbers made no sense, and that was the point.
OtherThe Challenge of Change
For many organisations, people are their biggest resource yet sometimes we fail to invest in them in the way we should. Take AI, yes AI is coming, and yes it is changing the way our business operate but people remain at the heart of businesses and they are the ones who will have to make the changes for AI to be successfully implemented. And yet we still see change as a thing that happens and expect people to adapt to the change, rather than focusing on making sure that the change works with the people.
OtherThe Future of Work Depends on Human Transformation — And Most Organisations Aren’t Ready
The organisations that thrive next will be the ones that invest in human evolution today. The EPIC Framework gives employees the tools, mindset and identity required to navigate complexity with clarity and courage.
OtherWhy Having Confident Managers is Critical
Some of the most capable managers in technical industries are also the least confident communicators in the room. They don't lack expertise. Rather, nobody ever helped them translate that expertise into the kind of presence that makes people listen, follow, and trust.
OtherWhy Your Best Managers Are Losing People: A Case Study
There was nothing wrong with the team on paper. Deadlines were met. The product worked. The manager was experienced, technically sharp, and well-liked. But turnover was creeping up, and nobody could point to a clear reason why.
OtherWhy Difficult Conversations Are a Customer Satisfaction Strategy
Nobody in events or hospitality gets into the industry to deliver bad news. But bad news is part of the job. A vendor has fallen through. A detail was missed. The client in front of you is unhappy, and how you handle the next three minutes will determine whether they leave as a loyal customer or a negative review.
OtherWhy Your IT Team's Performance Problems Are Not a Training Problem
IT organisations are among the most heavily trained workforces in any sector. Technical skills, certifications, agile frameworks, leadership programmes. And yet the same problems keep surfacing . the investment is significant and ongoing.
OtherAI - The Most Disruptive Innovation in Human History title
Ask the Right Question “How disruptive do you think AI is going to be?” It’s the wrong question. The better question is:
OtherWhy Many Strong Leaders Quietly Burn Out
You’re performing well. Targets are met. Meetings are attended. Decisions are made. From the outside, performance looks solid — sometimes exceptional. Most senior leaders I work with are doing fine. But when the door closes, the title is set aside, and trust allows for different questions, many are confronted with a quieter, more personal one: Am I actually well?
OtherThe Future of Work: Five Key Skills to Remain Relevant
The global workplace is in the midst of a seismic shift. Digital technologies, automation, artificial intelligence (AI), globalization, and evolving workforce expectations are transforming how, where, and why we work. The predictability of traditional career paths is fading, replaced by fluid, dynamic roles that demand adaptability, emotional intelligence, continuous learning, and collaborative leadership.
OtherHow Soft Skills can future -proof your business
It’s widely recognised that businesses with greater numbers of skilled staff have higher levels of innovation, productivity and profitability. But when considering the specific skills required to operate a successful business, many organisations focus on the hard skills required to make a product or deliver a service. They often neglect the soft skills that are a necessary complement to these hard skills. And do so at their peril.
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