I help your English work harder for you — fees by project
Language is not neutral. The way a professional communicates — in writing, in meetings, in negotiation — either creates trust and clarity, or it doesn't. In a boardroom, across a negotiating table, or in a document that carries your name, that gap has consequences.
I have spent thirty years inside organisations and a separate few thousand hours inside the question of how English actually gets learned. This work sits at the join of the two. The aim is not correctness. Most of the executives I work with are already correct. The aim is finding the English that matches how you actually think, rather than replacing your thinking with someone else's idiom.
This is not language instruction in the conventional sense. No grammar drills, no vocabulary lists, no exercises returned with red ink. The work happens live, one to one, on the situations that are actually in front of you — a presentation next month, a negotiation you're dreading, a board meeting where you need to sound as certain as you actually are.
Register is the real subject, not vocabulary. Most non-native speakers I work with already have the words. What's missing is the instinct for which words carry weight in a given room, and that instinct is built through repeated, live exposure to the actual situations where it matters — not through a curriculum.
I do not arrive with a syllabus and deliver it to you. The work is done with you, shaped around what you're walking into next, not around a fixed sequence of lessons.
Executives and senior professionals operating in English as a second language in high-stakes situations — people who already speak well and want to speak in a way that commands the room, not just communicates with it. The best fit is someone with a specific, recurring situation in mind: board meetings, negotiations, client-facing calls, the kind of moment where register is the difference between being heard and being humoured. What's being looked for is usually the shift from translating your thinking into English to thinking and expressing it in a single, fluent motion.
This is also appropriate for organisations developing that capacity in their senior people — an engagement can be scoped for one executive or structured as a programme for a leadership team, priced against what's at stake for the organisation rather than for an individual.
This isn't the right fit if what's wanted is a document rewritten or written on your behalf — that's a different offer, suited to a different kind of need — or general conversation practice with no particular situation driving it.
It begins with a conversation about what you're actually preparing for, with no obligation and no fee. If there's a fit, we agree the shape of the work and the terms before anything else starts. Sessions run live, one to one, by video — forty-five minutes as the standard unit, long enough to do real work and short enough to fit between meetings, extendable to ninety when a session calls for it.
Engagements take whichever shape suits what's at stake: a defined block of sessions agreed up front, a piece of work built entirely around one outcome — a single presentation, a single negotiation — priced against what that outcome is worth, or a standing monthly arrangement for those who find this kind of English coming up often rather than once. All fees are agreed and paid before the work begins. None of this is priced by the hour; it's priced against the situation you're walking into.
A native English speaker's ear for register, trained formally through a TEFL qualification rather than left as instinct — the difference between knowing a sentence is correct and knowing precisely why it doesn't yet land. An MBA and four decades working in and with organisations across sectors and cultures, so the standard being worked toward is commanding in the room you're actually walking into, not just fluent in the abstract.