I first sat on a pony as a child, around the age of six, and that was the start of a lifelong passion for horses. After that I took lessons and rode whenever I got the chance. My parents, for their part, flatly refused to buy me a horse, and on that point they held firm with exemplary discipline. During my studies I rode less, sometimes not at all; then, once I started my working life, I took it up again. After years of riding other people's horses and school horses, I finally bought one of my own. As he was already getting on in years, I soon invested in the next generation: a few foals later, I found myself with four horses. That wasn't exactly the plan. The first stayed at my side for eleven years and taught me a great deal; the foals from back then, now of a respectable age, are still teaching me things, usually at the precise moment I think I have it all figured out.

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Professionally, I am a Chartered Certified Accountant (FCCA). My career ran through the finance departments of organisations across several sectors, up to CFO — and, in parallel, fifteen years on the board of one company. Those years gave me structured thinking, a feel for process, and an understanding of how hierarchies actually work. I know boardrooms and decisions under pressure from the inside, and I know what an unnamed gap between intention and impact costs a leader.

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Later I trained as a coach and qualified with the ICF. It gave a method to something I had been doing for years: watching closely, and naming precisely what I saw.

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Equine Leadership brings these two threads together: twenty years spent decoding what people do not say, and a horse that never learned to be polite. I observe what happens, and I name it precisely.

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