Board Advisory
Challenge for those accountable for Performance, People & Process™
Strategic Overwatch
Cognitive science meets commercial strategy.
Principle: Build a strategy that empowers decision-making.
High-performing boards define the psychological conditions for focus and foresight. When ambition outpaces alignment, even good plans drift. Overwatch demands disciplined clarity, ensuring vision, temperament, and action move as one.
Principle: Build a culture that epitomises the pursuit of excellence.
Effective boards behave like elite teams: disagreement is purposeful, feedback is data, and egos stay in service of mission. Performance psychology equips directors to manage bias, tension, and fatigue, sustaining collective judgment and durable trust.
Principle: Build operational structures that enable swift execution.
Governance is only as strong as the processes that sustain it. Decision cadence, reporting discipline, and feedback loops form the psychological scaffolding of performance. When process integrity slips, clarity follows. Overwatch keeps those rails true, even under strain.
Where assumptions go untested and dynamics go unmanaged, decision quality collapses. The same behaviours repeat across boards of every size, uncover them in Boardroom Blindspots.
“I've worked with Kenny on an individual basis, as well as bringing him into my senior team to help overcome some challenges around change. The results have been excellent. If you need some help with change, growth or start-up, I can't recommend enough speaking to Kenny.”
Nick Cohen
CEO or PCR (Acquired by Aro)
Boardroom Blindspots
Top 5 unchallenged behaviours limiting board performance.
Every board carries the same core weaknesses. Startups stall growth, SMEs lose momentum, and large enterprises derail transformation attempts. The underlying capability issues, regardless of scale, are exactly the same:
StartupsFounder-driven decision cycles shut out governance; challenge feels personal, not procedural.
Overconfidence and urgency bias; blind to risk signals until cash or credibility runs low.
Echo chambers demonstrate loyalty; disagreement viewed as disloyalty.
Decisions made on instinct; data used to confirm beliefs, not test them.
Energy without endurance; performance depends mainly on adrenaline.
SMEsInformal boards blur governance and management; hard to separate advice from direction.
Focus narrows to today’s problems; emerging risks go unseen until they’re urgent.
Groupthink through familiarity and comfort; few fresh perspectives reach the table.
Data overwhelm; endless analysis replaces sound judgment and action.
Fatigue from constant firefighting; no cadence of reflection.
Large EnterprisesBoards defer to process; genuine debate replaced by presentations.
Excessive risk aversion; innovation throttled by compliance mindset.
Symbolic challenge; questions asked solely to go on record not for insight or answers.
Complacency; attention dulled by stability and associated comfort zone.
DeficitGovernance Discipline
Risk Perception
Constructive Challenge
Committees over-complicate evidence; paralysis follows endless reporting.
Decision Clarity
Cognitive Resilience
Performance psychology exposes the unseen forces behind governance breakdowns, bias, fatigue, conformity, and misplaced confidence. When boards examine their own thinking with the same rigour they apply to financials, clarity, cohesion, and challenge become competitive advantages. Start a conversation.
“Kenny has worked with me on a personal basis and with some members of my team at Premier Foods. Kenny helps people identify issues that are holding them back and unlock their potential. The results I have experienced myself and for members of my team are exceptional, both in terms of team of individual performance and through them impact on the wider team. Critically in terms of value add vs cost the results pay back in spades.”
Hilary Spence
Finance Director, Premier Foods
Identify your blindspots
What could you, your team, or organisation achieve if your invisible barriers just disappeared?
I work exclusively with highly motivated individuals and teams who’ve hit a glass ceiling, are aware they’ve hit a glass ceiling and unable to move forward. If this describes your situation then lets discuss your options.
Board Advisory
Challenge for those accountable for Performance, People & Process™
Strategic Overwatch
Cognitive science meets commercial strategy.
-
Principle: Build a strategy that empowers decision-making.
High-performing boards define the psychological conditions for focus and foresight. When ambition outpaces alignment, even good plans drift. Overwatch demands disciplined clarity, ensuring vision, temperament, and action move as one.
-
Principle: Build a culture that epitomises the pursuit of excellence.
Effective boards behave like elite teams: disagreement is purposeful, feedback is data, and egos stay in service of mission. Performance psychology equips directors to manage bias, tension, and fatigue, sustaining collective judgment and durable trust.
-
Principle: Build operational structures that enable swift execution.
Governance is only as strong as the processes that sustain it. Decision cadence, reporting discipline, and feedback loops form the psychological scaffolding of performance. When process integrity slips, clarity follows. Overwatch keeps those rails true, even under strain.
Where assumptions go untested and dynamics go unmanaged, decision quality collapses. The same behaviours repeat across boards of every size, uncover them in Boardroom Blindspots.
-
overcome some challenges around change. The results have been excellent. If you need some help with change, growth or start-up, I can't recommend enough speaking to Kenny.”
Nick Cohen
CEO or PCR
(Acquired by Aro)
Boardroom Blindspots
Top 5 unchallenged behaviours limiting board performance.
Every board carries the same core weaknesses. Startups stall growth, SMEs lose momentum, and large enterprises derail transformation attempts. The underlying capability issues, regardless of scale, are exactly the same:
-
Skill Deficit:
Governance Discipline: Founder-driven decision cycles shut out governance; challenge feels personal, not procedural.
Risk Perception: Overconfidence and urgency bias; blind to risk signals until cash or credibility runs low.
Constructive Challenge: Echo chambers demonstrate loyalty; disagreement viewed as disloyalty.
Decision Clarity: Decisions made on instinct; data used to confirm beliefs, not test them.
Cognitive Resilience: Energy without endurance; performance depends mainly on adrenaline.
-
Skill Deficit:
Governance Discipline: Informal boards blur governance and management; hard to separate advice from direction.
Risk Perception: Focus narrows to today’s problems; emerging risks go unseen until they’re urgent.
Constructive Challenge: Groupthink through familiarity and comfort; few fresh perspectives reach the table.
Decision Clarity: Data overwhelm; endless analysis replaces sound judgment and action.
Cognitive Resilience: Fatigue from constant firefighting; no cadence of reflection.
-
Skill Deficit:
Governance Discipline: Boards defer to process; genuine debate replaced by presentations.
Risk Perception: Excessive risk aversion; innovation throttled by compliance mindset.
Constructive Challenge: Symbolic challenge; questions asked solely to go on record not for insight or answers.
Decision Clarity: Committees over-complicate evidence; paralysis follows endless reporting.
Cognitive Resilience: Complacency; attention dulled by stability and associated comfort zone.
Performance psychology exposes the unseen forces behind governance breakdowns, bias, fatigue, conformity, and misplaced confidence. When boards examine their own thinking with the same rigour they apply to financials, clarity, cohesion, and challenge become competitive advantages.
-
at Premier Foods. Kenny helps people identify issues that are holding them back and unlock their potential. The results I have experienced myself and for members of my team are exceptional, both in terms of team of individual performance and through them impact on the wider team. Critically in terms of value add vs cost the results pay back in spades.”
Hilary Spence
Finance Director, Premier Foods
Identify blindspots
Would you, your team or organisation benefit from an objective perspective to catch your blindspots?
I work exclusively with highly motivated individuals and teams who’ve hit a glass ceiling, are aware they’ve hit a glass ceiling and unable to move forward. If this describes your situation then lets discuss your options.