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Called When Delivery Can't Fail

Connected Peace 

Connected Peace, strategy advisory and executive coaching
Called when delivery can't fail.

Most strategies get agreed in a room and quietly die in the months after.

 

Most leaders under real pressure are told to rest more. I work the gap in between: the point where the plan has to land, and the people landing it are at their limit.


 

Nic McDonald, Connected Peace — leadership performance for senior leaders under pressure

Trusted by leaders at:

BP  |  Deutsche Bank  |  Boots Alliance  |  Greene King  |  Greggs  |  Superdry  |  M&S  |  New Look  |  Kraft/Mondelez  |  Castrol |  Moto Hospitality  | Saga |WICC | Eclipse Furniture | Princess Cruises

Strategy The Gets Delivered​

Two Ways to Work With Me
Advisory
Strategy that gets delivered

Service Name

For when the delivery itself can't fail. I'm brought in when an organisation is scaling or changing faster than its leadership can hold, and the plan can't be allowed to slip. I help the leadership team work out the direction, test whether they can actually deliver it, and build the operating rhythm to land it.

 

Not a deck and a handshake. I stay in it until it holds without me.

 

Is something live right now that can't be allowed to fail?

Coaching, 1:1 & Group
Leading Under Pressure

For the leader carrying a load that can't be put down.

 

Composure, decision edge and stamina when the pressure is highest. 

Not Sure Where You Are Yet?

The Executive Pressure Index is a short, honest read on where the pressure is actually sitting, for you and the people around you. No pitch attached. It's simply the easiest way to start a conversation.

Who I Work With

Founders, MDs, CEOs, and the people who report to them. Mid-sized organisations in a moment that's outgrown the structure around it.

Why Nic

Calm Under Pressure. Direct When It Matters.

I spent 20 years being the person who carried too much. Director of Transformation roles, complex, high-scrutiny organisations, billions in strategic value on the line. I was the one absorbing the decisions nobody else would make.

 

It worked. And it cost me. It costs most leaders who operate that way.

Find Out More About Nic

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Start With A Conversation

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