One-to-one coaching for business owners, built on Performance on Purpose. We score where you actually are, pick one or two things, and work them hard for ninety days — person, leader and business.
This isn't theory from a textbook. It's coaching from someone who has built and scaled real businesses, and who knows what it feels like to carry one at three in the morning.
It also isn't improvised. Every engagement runs on the same method — Performance on Purpose — so the focus is chosen from evidence, and every quarter ends with a written plan you own.
Most coaching fails for one of two reasons. Either it has no method, so each session becomes an interesting chat that goes wherever the week went. Or it has a method lifted wholesale from a franchise manual, so it goes somewhere very structured that has nothing to do with your business.
Performance on Purpose is my own method, and it starts with two questions rather than a workbook. Are you performing well? And is that performance serving a purpose that actually matters to you? Plot those two axes against each other and you get four positions: drifting, unfulfilled potential, the treadmill, and performance on purpose. Most owners who come to me are on the treadmill — genuinely good at the work, working extremely hard, and increasingly unsure what all of it is for.
The method then works at three levels, because the constraint is rarely where the owner first points:
Every improvement is then measured against three freedoms: financial freedom, time freedom and personal freedom. If a change does not buy you more of at least one of them, it does not go in the plan. That single rule removes a surprising amount of work from most owners' quarters.
The shape is fixed so the content can be flexible. You always know what is coming, which means you can prepare properly.
What you committed to last time, what actually happened, and what got in the way. Said honestly, including the parts that did not happen. No performance, no catching up on gossip.
What we work on comes from your wheel scores and your plan, not from whatever shouted loudest this week. If the loud thing genuinely is the priority, we change the plan on purpose rather than by drift.
One real situation, taken properly apart. A pricing decision. A conversation you have been avoiding for six weeks. A hire you are not sure about. We go at the actual decision, not around it.
Two or three actions, each with a date and a way of knowing whether it happened. Fewer than you want to commit to, which is the point. Anything without a date is a wish.
Your Personal, Leadership or Business Performance Plan is updated inside the session, not afterwards. You leave with the document, not with notes you will never reopen.
A fortnightly session is roughly one per cent of your working time. Nothing changes because of what happens inside it. Things change because of what happens across the other ninety-nine per cent — and the session's real job is to make that likely.
So every engagement carries the same between-session structure:
The weekly review is twenty minutes, not two hours. The daily reset is three minutes, not a morning routine borrowed from someone with no children and no payroll to run. Commitments are capped at two or three per session. Owners do not fail at development because the plan was insufficiently ambitious. They fail because the plan assumed a version of their week that has never once existed.
Twelve weeks is long enough for a habit to hold, and short enough to judge honestly. Here is the shape of one.
Map where you sit on the Performance on Purpose quadrant, score the relevant wheel from zero to ten, and pick one or two priorities. Two at most. The discipline of not fixing everything is where most of the value sits.
The weekly review and daily reset go in. The first avoided conversation gets had. One thing that currently routes through you gets documented and handed over properly, with the authority attached rather than just the task.
By now the real constraint is visible, and it is usually not the one you named in week one. This is where sessions get uncomfortable and useful: pricing, capacity, a person, or your own decision-making under pressure.
Score the wheel again against week one. Judge the quarter on evidence rather than mood, then decide honestly whether another ninety days is right, or whether the constraint has moved somewhere coaching does not reach.
The figures here are illustrative — an invented owner, used to show the calculation so you can run it on your own diary. Not a client, and not a claimed result.
Say you work 55 hours a week across 46 working weeks: 2,530 hours a year. Now split them honestly. Perhaps eight hours a week are work only you can do — direction, pricing, the two relationships that matter, the hiring calls. The other 47 are work somebody else in the business could do, or could learn to do, or that should not be done at all.
The Growth tier is £1,500 a month, so £18,000 a year. Suppose the ninety-day plan moves six hours a week out of your diary and into the team's, and that it holds. Six hours across 46 weeks is 276 hours a year. £18,000 divided by 276 hours is roughly £65 an hour.
So the question is not whether coaching is expensive. It is whether an hour of your attention, redirected onto the work only you can do, is worth more than £65. For most owners of a business past half a million in turnover that is not a close call — and 276 hours is the conservative part of the sum, because the hours you hand over are usually the ones that were fragmenting the rest of your week anyway.
If you cannot name the six hours, do not buy the coaching yet. Do the diary audit first, which costs nothing: track a full fortnight in thirty-minute blocks, colour every block as "only me", "someone else could", or "should not exist", then total the columns. If the "only me" column is already most of your week, your constraint is capacity rather than clarity, and you want an operator — that is fractional COO work. If it is a fifth of your week, you have just found your six hours, and we have something to work on.
I would rather lose an engagement on the first call than three months in. If any of these are true, coaching is the wrong purchase right now.
And if what you actually need is an independent voice at board level rather than development work, that is a different role again — see non-executive director.
Month to month, no minimum term. Every tier includes the wheel assessments, the written plan and the between-session structure.
Ninety minutes with a fixed shape. The first ten are the review: what you committed to last time, what happened, and what got in the way — said honestly, including the parts that did not happen. The next fifteen set the agenda from your wheel scores and your plan rather than from whatever shouted loudest this week. The middle forty are the work itself: one real situation taken properly apart, such as a pricing decision, an avoided conversation, or a hire you are unsure about. The last twenty-five turn that into two or three commitments with dates, and your Performance on Purpose plan is updated inside the session rather than afterwards.
That is where the change actually happens; the session only sets it up. You run a weekly review — twenty minutes, the same slot, four fixed questions — and a daily reset of about three minutes that is designed to be done badly rather than skipped. You carry two or three commitments from the last session, each with a date attached, plus a check-in already in the diary. Between-session contact is by email, and by WhatsApp on the Growth and VIP tiers: not coaching by message, but a second opinion on the decision you have to make before Thursday. If nothing happens between sessions, coaching becomes an expensive conversation.
Behaviour first, numbers second. In twelve weeks you should expect a ninety-day plan you genuinely own, one or two habits that hold without willpower, and two or three long-avoided conversations finally had. The business change that follows is structural rather than dramatic: hours moved out of your diary, a pricing decision made instead of deferred, one process documented so it stops routing through you. What ninety days will not do is rebuild a business. It changes who is running it, which is what makes the following ninety days different. We re-score the wheel at week twelve so the judgement rests on evidence, not on how the quarter felt.
Three groups, honestly. Anyone who wants the work done for them — if you want an operator inside the business building systems with your team, that is my fractional COO role rather than coaching. Anyone in a genuine cash emergency, where what is needed this month is a restructuring plan and a straight conversation with the bank rather than a ninety-day development plan. And anyone unwilling to be uncomfortable, because coaching that never makes you flinch is conversation with an invoice attached. If you are unsure which of those describes you, say so on the first call and I will tell you straight.
It runs on one method rather than whichever framework suits the week. Performance on Purpose starts from two questions — are you performing well, and is that performance serving a purpose that matters to you — and then works at three levels: the person, the leader, and the business. Each level has a wheel you score from zero to ten, so the focus is chosen from evidence rather than from mood, and each produces a written plan you own and keep. The examples in the room are operational rather than theoretical, because they come from building and running businesses rather than from a certification course.
Coaching is month to month. There is no minimum term and no notice period dressed up as commitment. If life or the business makes a month impossible, we pause and pick up where the plan left off — your wheel scores and your plan are yours, and they keep. Most people who stop do so for one of two reasons: the ninety-day plan is finished and the honest answer is that they do not need another one yet, or the constraint has turned out to be operational rather than personal. Both are good outcomes. I would rather end an engagement cleanly than keep billing one that has stopped earning its place.
Book a free, no-obligation 30-minute call. We'll find the biggest opportunity in your business — then you decide if you want a hand fixing it. No pitch, no fluff.
Prefer email? andy@andyjackson.com
