Start a confidential conversation
Whether you are evaluating a NED candidate, building a portfolio company board, weighing a strategic decision at C-suite, or thinking through a senior career inflection — the next step is the same: a direct, confidential conversation.
Board Practice Partner
Considering Terry for a NED candidate brief, or looking for a differentiated commercial perspective on a board-level mandate.
PE Operating Partner
Building portfolio company boards, sourcing NEDs with operator credibility, or commissioning commercial diligence outside the standard vendor process.
Chair or CEO
Looking for confidential commercial counsel on board effectiveness, value creation pressure, exit readiness, or a strategic call you cannot easily talk through inside your own organisation.
Senior executive
Navigating a career inflection — a transition out of an executive role, a first NED appointment, a sector pivot, or a post-exit decision — and want commercial counsel rather than coaching.
Discretion is the default. Nothing said in a first conversation — by phone, by call, or by message — leaves the room. There is no shared client list. No name-dropping in other engagements. No public commentary on a situation. If we work together, the same applies for the duration of the engagement and after it ends.
Book a confidential 20-minute call
If your situation is clear and you would rather have the conversation directly, choose a 20-minute slot in the calendar below. The call is confidential by default.
Send a message
If you would prefer to write first and decide on a call later, send a message. Terry typically responds within one working day.
While you decide
Recent perspective from Terry on board, PE, and AI questions:
Article
What scaling five markets taught me about boards
As Regional MD for Southeast Asia, I was responsible for doubling revenue across five markets in four years: Malaysia, Indonesia, Thailand, Vietnam, and the Philippines. The experience taught me more about what boards should focus on — and what they get wrong — than any strategy framework or governance training ever could. Here’s what I
Read more: What scaling five markets taught me about boardsArticle
AI decisions boards are getting wrong
Most boards are approaching AI the wrong way. Not because they’re ignoring it — the opposite. Boards are holding AI strategy sessions, commissioning vendor reports, and adding “AI oversight” to committee charters. The problem: they’re treating AI as a governance topic when it should be a commercial opportunity. Here’s what boards are getting wrong —
Read more: AI decisions boards are getting wrongArticle
What PE investors expect boards to answer
I’ve sat on both sides of the PE scrutiny line — as a board member through a £250m MBO, and as an operator delivering value creation plans under PE ownership. The gap between what PE Operating Partners expect boards to answer and what most boards are prepared to discuss is larger than people think. Here’s
Read more: What PE investors expect boards to answer