I'm Georgia.

I help ambitious female founders break the rules keeping their business stuck.

Coaching Conversations on the Mountain over lunch

I have never been great at doing things the way I was told.

Not in a chaotic, burn it down way. In a quiet, deliberate, decide for myself way. I only follow rules I have genuinely thought about and agreed with. The rest I treat as optional.

That instinct has taken me through more industries than most people think is sensible. Architecture. M&A at Deloitte. Trade floors. Years placing the right hand support alongside some of the most demanding high performers in the world, De Beers, LVMH, Swarovski, senior financiers in the city. Ski instructor. Two businesses from the Alps.

None of it was planned. All of it taught me the same thing: the founders who build something they actually love are almost never the ones who followed the rulebook.

What I actually do

I help female founders work out which rules are keeping their business stuck, and build something that works on their own terms instead.

That means looking honestly at the structure underneath the business. Where the load is being carried wrong. What is costing more than it should. Which clients, offers, and ways of working made sense once but do not anymore. And, increasingly, how to build the right team around you so the whole thing stops relying entirely on your energy to survive.

I am not a generalist. I do not believe there is one framework that works for everyone and I have never pretended otherwise. What I have is years of seeing what actually gets in the way, the real stuff underneath the surface stuff, and helping founders build something that finally works for them.

Building teams and hiring brilliant people

This is where my background gets specific.

I spent years placing the right hand support for some of the most demanding, brilliant, particular people in the world. Not matching CVs to job specs. Understanding the person: how they work, what they need alongside them, what would quietly drive them mad. Finding the exact fit.

Most founders who come to me have either tried to hire and got it wrong, or know they need to build a team and have no idea where to start. Both make complete sense. Hiring is personal. Getting it wrong is expensive in ways that go beyond money. And most of the advice out there was written for a corporate context that has nothing to do with how a founder-led business actually works.

That gap is where I live.

Learning to break the right rules

Lead Brave is built on one idea: that most of the rules founders are running their businesses by were never really theirs to follow.

They were absorbed from programmes, peers, business models that looked like they were working from the outside. Some of them are brilliant. Some of them are costing everything. The work is working out which is which, and having the confidence to build differently once you know.

I do this work in boardrooms, on coaching calls, and occasionally on a ski slope in the Alps. Because one of the rules I broke a long time ago is that the best thinking only happens at a desk. It does not. Sometimes the clarity you have been chasing for months arrives on a chairlift at 2000 metres.

That is not a gimmick. That is just what I have found to be true.