Eleanor H.

Most executives don't need another pair of hands. They need someone who can hold the whole picture. I started in recruitment, which meant spending seven years inside other people's businesses, learning how they made decisions, where their processes quietly broke, and what actually kept leadership up at night. Somewhere in that, the work shifted. Clients stopped asking me only to fill roles and started asking me to run things: the inbox, the pipeline, the systems, the follow-through nobody owned. That's the work I do now. I support founders, managing directors and small leadership teams across Australia, New Zealand, the UK and the US, operating as the layer between an executive and the operational noise that eats their week. In practice, that looks like owning the inbox and calendar as decisions rather than admin — knowing what deserves a reply, what deserves a meeting, and what should quietly disappear. It looks like taking a CRM that's technically populated and making it something leadership can actually trust. It looks like building the systems and SOPs in Notion so a process survives handover, staff turnover, and me. And it looks like turning a week of scattered research into a one-page recommendation a director can act on in five minutes. When a New York agency was underperforming, I wasn't handed a task list, I was asked to work out why. I diagnosed where the team was breaking down, restructured how they communicated internally, and lifted output within the first month. That's the distinction I'd draw. Some support is reactive; you hand over tasks and they come back done. What I offer is someone who reads ahead, flags the problem before it lands on your desk, and runs independently once the context is in place. Confidentiality and sound judgement are the baseline. Everything else is earned.