How I work
Work with me.
Better performance can require change at more than one level. I work flexibly across individuals, teams and organisations, depending on where we can have the greatest impact.
One-to-one coaching
For investment professionals and leaders.
I coach analysts, portfolio managers, CIOs, COOs, risk professionals and other senior leaders across hedge funds and asset management.
Coaching with me is curious, practical and often energetic. There is room for humour as well as serious thinking, and empathy doesn't preclude challenge. I won't tell an experienced investor how to invest or a senior leader how to run their business. I will listen carefully, ask good questions, challenge assumptions and, when it's useful, say what I see. The combination of market experience and behavioural expertise means we can usually get to the real conversation quickly.
Areas we might work on
Investment performance and decision-making
Understanding patterns in investment behaviour; decision-making under uncertainty; conviction and flexibility; risk-taking; investment process; responding to gains, losses and drawdowns; separating decision quality from outcome.
Performance under pressure
Recognising how stress and uncertainty affect judgement and behaviour; managing cognitive and emotional responses; recovering from difficult periods; maintaining perspective and behavioural range when the stakes rise.
Communication and influence
Expressing an investment view with clarity; challenging and being challenged; adapting communication to different PMs and stakeholders; handling difficult conversations; building credibility.
Leadership
Making the transition from individual performer to leader; delegating without losing accountability; managing highly capable people; giving effective feedback; developing others; maintaining performance as responsibility increases.
Teams, workshops and development
Developing capability before it becomes a constraint.
I design and facilitate bespoke programmes for investment and leadership teams. Sessions are designed around the realities participants face rather than generic leadership theory.
Where appropriate, I draw on experiential exercises, behavioural science, neuroscience and assessment tools to turn insight into something participants can use immediately.
Typical areas
Analyst development
Communication, conviction, executive presence, influencing a PM, decision discipline, handling challenge and understanding individual investment style.
Portfolio manager development
Decision quality, investment process, behaviour under pressure, working effectively with analysts and leading teams.
Leadership under pressure
Understanding how pressure changes behaviour, communication and decision-making — and how that behaviour is experienced by others.
Communication and influence
Improving challenge, difficult conversations, stakeholder relationships and the ability to communicate clearly when views differ.
The Stress Reset
A signature series helping employees develop a more proactive, effective response to high pressure moments in their work and life.
Facilitation, offsites and organisational work
Creating the conditions for performance.
As investment businesses grow, structures and behaviours that worked at one stage do not always scale to the next. I work with founders, CIOs, COOs and leadership teams to create space for conversations that are important but difficult to have while running the business.
This can range from a focused review of an investment or decision process to facilitating a leadership offsite addressing strategy, priorities, roles, accountability and ways of working. The objective isn't an impressive offsite deck. It is better conversations, clearer decisions and changes that survive the return to the office.
"An issue that appears to belong to an individual may be influenced by their investment process, relationships or environment. A team problem may have its roots in leadership, structure or unclear accountability."
Charlotte Roden
Talk to Charlotte.
If any of this resonates, I'd welcome a conversation. There's no obligation — just a chance to explore whether working together makes sense.