Duncan Knight 

An experienced professional wanted to create a purpose-led business without sacrificing financial security. Read how founder coaching helped her find clarity, create time and take practical steps towards her ambition.

An early-stage HealthTech founder was winning customers but needed a more consistent approach to commercial growth. Here's how our coaching conversations helped him think differently about sales, priorities and building a sustainable business.

How an international EdTech founder developed stronger leadership, improved delegation and created more space to focus on growing the business, rather than managing every decision himself.

I can’t pinpoint when working harder stopped helping in my first business. It was a long time ago. What I remember is feeling overwhelmed and tired, and not understanding why the results weren’t coming. Looking back, I think I sold that business about three years too late. I’d like to be able to describe the moment I recognised what was happening and changed how I worked. But I can’t honestly say there was one. That’s part of the difficulty. When you’re inside a business, car

You spend an hour going around the team for updates. One issue takes over the discussion. The important decision gets pushed to next week and everyone leaves with a slightly different understanding of what happens next. Meanwhile, several decisions still come back to you afterwards... If that sounds familiar, your management meeting may need a clearer purpose. As a startup grows, the conversations that once happened naturally between a few people need more structure. A useful

As your business grows, the habits that helped you get it started can begin to get in the way. Being involved in every decision keeps you close to the detail, but can leave your team waiting for permission. Moving quickly helps you make progress, but can mean changing direction before people understand the last decision. Taking responsibility for everything can become exhausting. Conscious leadership starts with noticing those patterns. It means paying attention to how you th

You can see an opportunity to grow, but you don’t have the money to pursue it at the pace you want. Perhaps you have raised a seed round and are considering Series A. Perhaps you have built through revenue and are wondering whether outside investment would help. Before starting a fundraising process, it is worth asking two questions: is the business ready for venture capital, and is venture capital right for the business you want to build? Those questions deserve separate ans

Preparing for venture capital funding raises questions about your growth plans, the evidence behind them and what the next stage will demand of you. I made this video with The Accelerator Network to help founders prepare for scaling their businesses and raising a Series A round. Questions to consider as you prepare As you watch, think about your own business: What would the investment enable you to achieve? What evidence supports your growth plans? Which assumptions still nee

You have raised a seed round, built the product and started winning customers. Now you are considering Series A. It can be tempting to approach it as a larger version of the same fundraising exercise. Update the deck, increase the forecast and reconnect with investors. But the business has moved on. Your preparation needs to show what you have learned, what the evidence supports and how the next investment will help you build from here. The distinction between seed and Series

When sales slow down, it is tempting to push harder. More outreach, more marketing activity, more pressure on the team. Before increasing the effort, step back and examine what has changed. Your customers’ priorities may have shifted. Your message may no longer reflect the problem they most want to solve. Or the approach that won your first customers may be difficult for anyone else to repeat. A sales strategy review helps you decide where to focus. These seven questions give