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.
A senior agency leader within a network-owned agency had led a period of solid growth but was now under increasing pressure from above. Internally, decision-making had stalled as the CEO began delegating too much without offering direction. Confidence slipped, both personally and across the leadership team, creating a damaging loop of ambiguity and inaction. Morale…
Following a co-founder’s extended illness and absence, the remaining founder was thrust into a CEO role that didn’t come naturally. A highly capable executive creative director, they had never planned to lead the business operationally. The result was uncertainty at the top, inconsistent leadership, and a team unsure who was steering the ship. The founder…
A young, high-potential CEO had been entrusted with leading a fast-growing, investor-backed agency. He had excellent instincts and a talented leadership team, but the pace of growth and complexity of decisions meant he needed a safe, experienced space to reflect. Without that, he risked overthinking, decision fatigue, and burnout.
A capable and successful MD was leading a profitable business but lacked structured support. He felt isolated in his thinking and struggled to implement his best ideas, often second-guessing himself or losing momentum. Without a regular sounding board or system of accountability, the business was coasting – and the founder knew more was possible, but…
A newly appointed MD was stepping into one of London’s oldest creative agencies, with a proud reputation and a well-known founder whose name was still over the door. Although the founder had stepped back, their presence loomed large – creating ambiguity about who was really in charge. The MD needed to establish authority, gain the…
Following the disruption of lockdown, this agency had been through a tough chapter – with declining revenue, increased debt, and overheads that were out of sync with income. On top of that, a shareholder change had added uncertainty. The remaining founder was capable but quiet – a thoughtful, behind-the-scenes leader who found it difficult to…
A successful and profitable agency had hit a ceiling at around £1m in revenue. The founder was still heavily involved in every aspect of the business – from new business and delivery to hiring and training. With no leadership support in place, the business’s growth potential was constrained by the founder’s bandwidth. The founder was…
A well-established creative agency of around 20 people had reached a growth plateau after an initial period of steady expansion. The informal, organic structure that had served it well in its early years was starting to creak. Teams overlapped, roles were unclear, and duplication of effort was common. Decision-making became slower and less effective, and…