About the founder
For twenty years I led inside the rooms where the biggest decisions are made. I now advise the leaders in those rooms, one to one, on the work that determines whether they succeed.
-
My background is senior leadership in global pharmaceuticals, across general management, international operations and global commercial strategy at GSK and ViiV Healthcare.
I learned leadership in environments where certainty was limited, expectations were high and experienced people could read the same situation very differently.
One of the clearest lessons came during a supply crisis that put a global portfolio at risk. While the outcome was still uncertain, I had to keep leaders, manufacturing, medical experts and local markets aligned. It showed me what leadership requires when the plan is no longer enough: whether the person making the call can be steady, face the truth and bring along others.
Over those years, I became increasingly interested in why equally capable leaders could have such different impacts, why one could shift a room and another could not. Why experience that had served someone for years could suddenly become a limitation and why some people adapted when the role changed while others kept repeating what had worked before.
That took me deeper into personal change, psychology and how people actually shift. I never stopped thinking like a business leader. I still start with the decision, the result and what the organisation needs. But I also know that behind every role is a person and that greater responsibility does not make habits, loyalties, fears or blind spots disappear overnight.
-
Today, I care as much about how results are achieved as I do about the results themselves. Rigour and humanity belong in the same room: high standards do not require harshness, just as empathy does not mean lowering the bar.
My own life has involved more than one reinvention: from medicine to industry, across countries and continents, as a leader and a mother of two. I know what it is to adapt when the work does not pause.
Perhaps that is part of why I recognise a challenging moment: when the role has outgrown the way they have been operating, before they have found the words to name it. The people I work best with do not need reassurance. They want someone who will take them seriously enough to be candid with them.
I am the sparring partner for the calls you cannot take to your own team.
The Brand
Vantage is the place you see from. The word shares its root with advantage, and that is the claim in it: the advantage is in the position. From the right one a leader sees the system they are part of rather than the detail they are lost in, and can read a relationship or a conflict without their own stake in it getting in the way.
The mark is the tenth part of a circle. The leaders I work with arrive with nine tenths of what the role requires, and they have earned every part of it. The tenth is not more effort, and it is not something they lack. It is the part that cannot be seen from inside the role, which is precisely why it so often decides the outcome.
That is the whole of it: leadership, beneath the surface.
