For senior leaders, C-suite and founders with ADHD or AuDHD. We redesign your role around how your brain actually works, so it stops creating drag and your real strengths carry the load, without heroics or beating yourself up.
Part founder who scaled, part coach, part person who has the same wiring you do and learned the neuroscience.
Most leaders who're a fit tick four or more.
The more you tick, the more we should talk. Keep going.
Press start, then watch where the work goes.
It all lands back on your desk. Not because the team is weak, but because the fastest way to a decision has always been to ask you. Over time, that is what the organisation learned to do.
The work moves to where it belongs, and you keep the calls that are genuinely yours.
A standard executive coach hands you a delegation framework and assumes it holds. For an ADHD brain it doesn't, because the task fades from working memory the moment it leaves your hands, then lands straight back on you. So we build the structure that keeps it where it should be, and reduce the friction the role creates. This is The Friction Principle™ in practice.
Your job is to make sure the work gets done. Not to be the one who does all of it.
Executive functions are how we plan, prioritise, start, regulate and stay with the work. For most people they run in the background without much thought. Under the load of a senior role, an ADHD brain can't rely on them in the same way.
This isn't a character flaw or a motivation problem. It's a mismatch between how the role is structured and how your brain operates. The world was built around neurotypical expectations, and so was the job description.
Keeping several complex threads in your head while making calls that affect the whole organisation. There is a ceiling, and a senior role pushes past it most days.
It's not laziness. There is a specific difficulty of starting work that carries no urgency or interest, even when you know it matters most.
An ADHD nervous system runs hotter, so criticism, conflict and ambiguity land harder and take longer to clear. Usually the part nobody around you sees.
Moving between back-to-back meetings, high-stakes decisions and deep thinking drains you faster than it drains your neurotypical peers.
The working memory challenges of seeing what's genuinely urgent, ordering the work, and remembering to make time to do it.
Hyperfocus is possible, but it won't switch on when you need it, the way a packed leadership calendar keeps expecting it to.
These aren't personal weaknesses, and they don't shrink as you get more senior. Usually they scale with the role, because the demands grow while the support around you doesn't.
The job is to redesign your role and your relationship to it, so the role fits how your brain works instead of fighting it, and your strengths carry the load you've been carrying on effort alone.
Most coaching at this level works on your communication style and your calendar. This works on the role itself: where decisions sit, which work keeps landing back on your desk, how the team is structured around you, and the personal patterns that keep you in the middle of everything.
You've already proven you can perform at this level. The problem now is that a role built for a neurotypical brain creates friction you've been absorbing through willpower, and willpower alone doesn't last a whole career.
Much of the work runs on what I call The Friction Principle™. We go through your role piece by piece and reduce or eliminate the friction, so leading gets smoother instead of asking you to carry more. This allows you to scale the team without further challenges.
We map your week with RAG: red, amber and green. A senior role should be mostly green, the work you're genuinely brilliant at, with the draining work moved off your plate. If your calendar is full of red, the role is built wrong.
The reason delegation doesn't stick isn't discipline. The task leaves your hands, it leaves your head, and it comes back. We build the external structure, the checkpoints and clear ownership, so work stays delegated instead of drifting back to you.
At this level the stakes rise and so does the pressure on a brain that already gets overwhelmed easily. We work on decision overload, the urge to fix everything yourself, and the RSD, perfectionism and avoidance that make hard conversations harder than they need to be, and that wear down your confidence and leadership presence over time.
A spiky profile means you're exceptional at some things and genuinely below average at others. Operations, process and admin are often in the second list. Not because you can't, but because the brain won't. We make sure those gaps are covered.
If you're operating at a senior level and your ADHD brain is taking the strain, you're in the right place. Most of the people I coach are some version of these.
More direct reports, more meetings and more admin than your working memory was built to hold. Your leadership can be strong and still hit a volume problem.
Operating where the stakes are high and the room expects a steady, polished version of you that is exhausting to keep performing. We make it sustainable.
You built it and now you run it. If you're scaling your own business rather than working inside a corporate structure, my ADHD founder coaching may fit better.
Maybe a bigger remit just landed and you need to grow into it. Or you're building toward the next step, which might be a promotion here or a move somewhere new. We develop you and your role so you can take it on without burning out on the way.
Diagnosed in mid-life, or fairly sure but never formally. Years of compensating and masking, now catching up with you in a role that keeps getting bigger.
ADHD and autism together, with the spiky profile that comes with it. Deep focus and pattern recognition in your zone, real cost outside it. We build the role to run on the first and protect you from the second.
I'm AuDHD: ADHD and autism together. I spent twenty years leading and scaling a previous business to $20M in sales, while assuming everyone else found it easier than I did. They didn't. They just had different challenges, ones that stay invisible inside structures built for neurotypical brains.
For the last five years I've coached ADHD and AuDHD leaders and founders full time. More than a hundred of them. I usually read how your brain and personality work inside the first ten minutes.
People relax around me quickly. They stop performing the leader-who-has-it-handled act, and then we get to the real thing and actually move.
Your value as a leader isn't in question. Often the only person still questioning it is you.
And if you're worried about whether you can keep this up for another decade, that worry is exactly what this work is for.
Former $20M founder · AuDHD brain · psychotherapy background · accredited by the Association for Coaching, UK. Sessions run online, so I work with leaders worldwide.
Here's how I help you get out of your own way and lead without the personal heroics.
It's a series of focused sessions, working on the shape of your role and the patterns that keep pulling work back to you. The aim is a role that runs without you holding every thread, kept simple enough that your working memory never has to carry the whole thing at once.
Different roles, same shift: working with their brain instead of against it.
Having a coach who truly understands ADHD has been transformative! From our first session, Phil's insights have led to more breakthroughs than I've had in years of previous Executive coaching. Phil uses relatable stories and effective multi option tools tailored for the ADHD brain that I can actually work with. For the first time, I'm seeing my unique value in a new light, allowing me to work with my brain rather than against it, which feels like a real gift. Highly recommend working with Phil no matter the stage of your career!
Working with Phil has been an illuminating experience, deepening my self-awareness as well as advancing my professional development. Through our collaboration, I am learning to identify and leverage my unique skills and strengths, aligning them with my business objectives. This journey has not only allowed me to gain a clearer awareness of my own motivations and goals but has shown me how my untapped abilities can be effectively harnessed to help reach these goals.
We find the few things that move your role and your organisation right now, and where it all keeps landing back on you. Then we work out what to keep, what to hand off, and what to fix.
As we talk, I map it on a Miro board. The thinking sits in front of you instead of in your head, so your working memory gets a break.
You leave with a short, clear list in WhatsApp.
Therapy works on your past. A lot of executive coaching works on your communication style and your calendar. This works on your role, and on the version of you who carries it.
There are two sides to it. Your wiring: the ADHD or AuDHD brain you were born with. Your patterns: the control, the identity, the RSD, the masking built on top over a long career.
The work is about you, your role and the interaction between the two.
Because the bottleneck usually isn't only an org-chart problem. Part of it is that your brain reaches the answer before the team does, and waiting for them to get there is genuinely uncomfortable, so you step in.
And there's another pull. Being the one who fixes it is rewarding, and your wiring likes that. Or perfectionism keeps you from fully letting go. Either way, it keeps you in the middle of too much, even when the structure says you don't have to be.
So we work on the structure and on what makes you reach back in. Both, or it doesn't hold.
Yes. This is one-to-one and confidential. What we discuss stays between us.
Plenty of the leaders I work with haven't told their board or their team they have ADHD, and don't intend to. That's completely fine. The work is about making the role fit you, not about disclosing anything you don't want to.
No.
Plenty of the leaders I work with are self-identified or still figuring it out. If the checklist near the top felt like it was about you, that's enough to start.
Then the work is similar, but the framing is different. My ADHD founder coaching page is built for founders scaling their own business. Have a look and pick whichever feels closer to your situation.
You won't be the first. I won't take it personally or make you feel bad.
Going quiet is useful information we can work on, not a failure. It means something stalled.
I'll nudge, we'll find what it was, and we'll get you moving again.
Think in months, not weeks. There's no long lock-in, but the work is best over at least six months. Reshaping a role and the patterns underneath it takes more than one good month.
And if it's not the right time for you, I'll say so.
We'll check the fit both ways before either of us says yes. No pressure, and no obligation. If it isn't right, I'll tell you, and point you somewhere that is.
