Welcome to Escalon Consultancy
Who do you work with?
Chief executives, executive committee members, leadership teams, and senior leaders carrying organisational responsibility — the people whose decisions shape the work of others. We do not work below those levels; the practice is built around the kinds of pressure that come with senior roles.
How long does a typical engagement last?
Most engagements run six to twelve months — long enough for new patterns to become reliable, short enough to remain a deliberate intervention rather than ongoing scaffolding. Performance Coaching, our shortest format, is built around four to six sessions over six to eight weeks for a specific challenge.
What does a session actually look like?
Most sessions run for ninety minutes, in person where practical, by video where it is not. We meet roughly fortnightly to begin with, then less frequently as the engagement settles. There is no fixed script; we work with what is most pressing, returning to the engagement's underlying themes as they surface. Between sessions, leaders typically take away one or two questions to test in their actual work.
Where do sessions take place?
We are based in London. Where geography allows, in-person sessions are our preferred default — the work is sharper face to face. Where it does not, we meet by video. Senior leaders with international roles often combine the two.
How is confidentiality handled?
Nothing said in sessions is shared with sponsors, HR, the board, or anyone else, in any form. This is the condition under which honest material surfaces. Where an organisation commissions and pays for the work, we agree in advance what kind of summary, if any, is shared back, and the leader sees that summary first.
How is coaching different from consulting or therapy?
Coaching is structured conversation focused on the leader's decisions, role responsibilities, and behaviours. It is not consulting (which delivers expertise and recommendations) or therapy (which addresses psychological conditions). When a specific observation or a direct opinion is the most useful thing we can offer, we do not hide behind a method.
How is success measured?
By shifts the leader and the people around them can describe — in decisions taken, conversations held, patterns broken. We do not measure by hours logged or frameworks introduced. At regular intervals during an engagement, we step back together and check whether the work is doing what it set out to do; if not, we change course or stop.
How do we start?
With a conversation. We hear what you are working through, what has been tried, what good would look like. If the work makes sense, we agree scope and timing in writing. If it does not, we say so. No obligation, no formal pitch.
