Introduction

What sets me apart is that my work is all about you. Your world, your competitive environment. About overcoming your challenges, your pitches, your tenders. Your wins.

If the win is inside you I’ll find it. If it’s not I’ll tell you. If your are ready I’ll teach you to win and to win regularly. If you are not ready to win yet I’ll get you ready.

I posses a special ability to analyse any competitive pitch situation and use my unique pitch design and coaching feedback style to guide you to a resullt.

I believe in the potential for all of us to be better communicators, and a passion for winning and sharing what I know about how to win in business through pitching.

I have over 25 years and 1000’s of winning tenders and pitches behind me. I win 75% of what I pitch for and my clients win more than 50% of those I greenlight.

My best work is always in the next pitch/tender you send me or I create for myself.

  • A winning record in supporting high flyers in top level pitches with leading global brands like KORN/FERRY Whitehead Mann
  • A specialist in the legal world, with a wide professional services client base in the UK and Europe including Clifford Chances’ Frankfurt BD team and coaching Arthur Cox, Irleand’s leading lawyers
  • Change agent, coached Igloo in Melbourne, Australia a leading digital marketing agency this year to transform their pitching game and win a breakthrough new sector client. Plus seven(?) consecutive pitch wins following my intensive empowering coaching process with their CEO and top business developers

My diverse communications background includes: marketing with John Lewis in London; campaigning on poverty issues in government; and a spell as Training Director of Plain English Campaign.

A former BBC freelance radio journalist, I have a regular opinion piece in Legal Marketing Magazine.

I also lecture on communication and business coaching issues at a range of universities including Cambridge and Chester where I live.
Pitch Secrets:
A pitch is an emotional moment for the buyers. Often skewed by attitudes to risk or fear of disapproval. The “You can’t be sacked for buying IBM” affect. Uncover those emotions. Engage with them and you are more than half way there.