The Story

About Executive Nomad

Executive Nomad was created by someone who has spent an entire career working at the edges of power rather than inside corporate hierarchies.

I was never employed by corporations, yet I’ve operated at the highest levels, advising organisations such as British Gas and London Electricity, working with the Royal Family in the UK, and co-founding a company that later sold for £210 million.

I’ve done all of this while living nomadically, residing in thirteen countries over the years.

From the beginning, my goal was straightforward:

to work on consequential problems without surrendering my life, identity, or freedom to a single institution.

I wanted relevance without dependency, influence without permission, and the ability to move freely without losing credibility.Because this way of operating was normal to me, I assumed it was understood.

I took for granted the mechanics that made it possible, how to structure independence, position authority without a title, sell experience without employment, and operate credibly without belonging to the organisation itself.

For most senior professionals, these mechanics remain invisible because they are never required to confront them.

That assumption broke in a harbourside café in Greece.

I was there working as a communications consultant on a $90 million acquisition, discussing deal dynamics and stakeholder strategy.

I was on a 6 way ZOOM call, deep in conversation as the deal was reaching a critical juncture. In retrospect I was probably talking louder than I should have, byt tensions were high and the money at stake was phenomenal.

When the call ended, a couple at the next table introduced themselves.

The man was a senior logistics consultant in his mid-50s who had recently been laid off. They were in Greece to recover while he tried to work out what came next.
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He had decades of experience, real operational authority, and a strong reputation,yet he was treating redundancy as an ending rather than leverage.

Not because he lacked capability, but because he had no framework for operating outside employment. Without structure, his experience risked stagnation instead of compounding.

As I explained how I worked, advising executives and boards, choosing engagements, remaining independent and mobile, their excitement was immediate. They wanted to know how it worked, where my company was registered, how I engaged with clients, how I worked remotely (that call was with a client in the USA, a Private Equity team in London, Vancouver and New York and myself in Greece, at leat temporarily) As long as we all had good internet and a ZOOM account, we were working like we were in the same room.

My new friends in the cafe were truly curious about my lifestyle and the way I work. I'd been operating like that some the lat '90s' so to me, it was just another day.

Then the gap became obvious.

They didn’t know how to structure the business, brand the offer, position themselves independently, or sell without a clear way to be of value.

In that moment, the line became clear: I had been living a system that others urgently needed translated.

Executive Nomad exists to codify that system.

It is not a lifestyle brand and not an exit programme. It is a structured operating model that translates executive experience into independent authority, turning proximity to power into portable value, and senior capability into globally relevant consulting, advisory, and leadership work.

The problem isn’t redundancy or burnout.

The problem is mis-positioned experience.

Executive Nomads are not retirees, freelancers, or consultants chasing gigs. They are peripheral operators—trusted at the highest level, structurally independent, and free to work where they choose without sacrificing relevance or impact.