These real client stories offer a glimpse behind the scenes — showing how Andy’s
coaching helps leaders take back control, make braver decisions, and build businesses that work for them. Find the ones that resonate with you and your challenges and see how Andy could help.
Two co-founders — at different stages of life — had built a strong business. One was ready to retire and the other was keen to take the business forward. Both were aligned on the need for a transition, but needed guidance on valuation, structure, and how to handle the process without stress.
Two co-founders had very different levels of ambition. One wanted to grow the business aggressively and sell; the other was happy with a stable lifestyle business and wasn’t ready to leave — or scale. This created a prolonged deadlock, frustrating both parties and holding the business back.
Two equal shareholders had been in business together for years, but their goals had diverged. Communication had deteriorated, and their working relationship had begun to affect the wider team. Each wanted something different for the business, but neither felt able to initiate change.
Two long-time co-founders were struggling to communicate openly about their hopes for the business. Tension had built slowly over time, and although the relationship hadn’t broken down, it was no longer fuelling progress. Both wanted something different but hadn’t found a way to say it — creating a quiet standstill.
Four equal co-founders had built a successful business together, but one wanted to leave. The issue hadn’t been raised openly and risked unsettling the business if handled poorly. The remaining founders were unaware of the internal tension and the departing partner was anxious about how to approach the conversation.
After rapid growth, the founder of a global consultancy was heading towards burnout. The intense, high-stakes nature of their work — often mission-critical for clients — had led to a culture of over-responsibility. The founder was exhausted, working unsustainable hours, and struggling to delegate. Relationships, wellbeing and decision-making were all under strain.
A Managing Director in a UK agency was reporting into a demanding US parent company. The UK arm was comparatively small, yet expected to deliver disproportionate results against aggressive US benchmarks. The MD felt isolated and under-resourced, and the communication gap between UK and US expectations was growing. Upward management was critical — but difficult.
A founder-led agency had grown from a solo consultancy into a well-regarded business, but the founder was now isolated at the top. The leadership team was junior and lacked experience, and the client base was unstable — with unpredictable briefs and revenues. The founder struggled to hold the team accountable or plan confidently for the…
Two co-founders remained committed to the business but had fundamentally different visions for its future. Each wanted to grow — but in opposite directions. The tension was unspoken but mounting, and the business risked becoming paralysed by indecision.
Three founders had built a business housing multiple service lines — one of which had effectively become a separate product. One founder wanted to take that product forward independently, while the others were more focused on the core agency.