I help 7+ figure entrepreneurs maximize their profitability.

It usually ends up being about 4x-ing profit in 12 months.

When we work together, we also design the business so it becomes an asset - a vehicle that moves your life to where you want to go, instead of being what you do to make money and keep the lights on.

I help 7+ figure entrepreneurs maximize their profitability.

It usually ends up being about 4x-ing profit in 12 months.

When we work together, we also design the business so it becomes an asset - a vehicle that moves your life to where you want to go, instead of being what you do to make money and keep the lights on.

I grew up in northwest London. Dad had a scrap tire business, and when I was old enough, I started helping on Saturdays (working for free).

We never really went on vacation, but on school holidays, I'd go with him to Germany and Denmark to stock up.

Seeing my parents' efforts to make the business work and raise a family, I registered how not having money causes conflict. And it made me want to know: is there a better way?

Above all, it made me believe being able to grow a business is a path to freedom. I started looking for it right away.

A string of temps and start-ups later (including my first stab at e-commerce on eBay), I went deep into Fortune 500 corporate waters, sink-or-swim style.

First for Aon, then for MAPFRE.

I led a team of 14 people at 21, built back-office support systems for sales teams at 22, and generated $83.5m in three months at 32.

I wasn't making any real money, but they let me drive the company Jaguar and I was over the moon.

The real gold I got out of it, though, is when our Aon business unit got moved over 100 miles away. We had all lost our jobs, but I volunteered to work in the migration and, by the end of it, had helped recruit and onboard over 200 people.
It's there that I learned people will perform as long as the context - the system they're part of - is set up in the right way.

If the context you're operating in is not working, you keep hiring and it's going to keep not working. 
And you keep thinking: it's either the person or you. 
And it's neither.

A string of temps and start-ups later (including my first stab at e-commerce on eBay), I went deep into Fortune 500 corporate waters, sink-or-swim style.

First for Aon, then for MAPFRE.

I led a team of 14 people at 21, built back-office support systems for sales teams at 22, and generated $83.5m in three months at 32.

I wasn't making any real money, but they let me drive the company Jaguar and I was over the moon.

The real gold I got out of it, though, is when our Aon business unit got moved over 100 miles away. We had all lost our jobs, but I volunteered to work in the migration and, by the end of it, had helped recruit and onboard over 200 people.
It's there that I learned people will perform as long as the context - the system they're part of - is set up in the right way.

If the context you're operating in is not working, you keep hiring and it's going to keep not working. 
And you keep thinking: it's either the person or you. 
And it's neither.

David Allen
Creator of "Getting Things Done" 

Two hours after landing, I was meeting the Ferrari-driving chairman of a billion-dollar company. On his yacht.

I had come to do Dubai at the invitation of one of my clients, to a retreat, no less. That night, on the yacht, the retreat veered into a contract as a marketing director in his $1m+ executive coaching business.

Turns out, what he valued in me the most was my ability to stand at the whiteboard, listen for his needs and wants, and put them up logically. I guess you could say I pulled the genius out of him and modelled it into systems and processes.

Before long, he named me president of the CEO community he was coaching and I became instrumental to his business expansion. 

I co-led workshops, sometimes on really short notice, on two different continents. I met a full Justice League of business heroes.

It was exhilarating. 
It was also grueling - a treadmill of 14-hour days, 6 or 7 days a week.

Dr Marshall Goldsmith
America's #1 executive coach

Two hours after landing, I was meeting the Ferrari-driving chairman of a billion-dollar company. On his yacht.

I had come to do Dubai at the invitation of one of my clients, to a retreat, no less. That night, on the yacht, the retreat veered into a contract as a marketing director in his $1m+ executive coaching business.

Turns out, what he valued in me the most was my ability to stand at the whiteboard, listen for his needs and wants, and put them up logically. I guess you could say I pulled the genius out of him and modelled it into systems and processes.

Before long, he named me president of the CEO community he was coaching and I became instrumental to his business expansion. 

I co-led workshops, sometimes on really short notice, on two different continents. I met a full Justice League of business heroes.

It was exhilarating. 
It was also grueling - a treadmill of 14-hour days, 6 or 7 days a week.

David Allen
Creator of "Getting Things Done" 

Two hours after landing, I was meeting the Ferrari-driving chairman of a billion-dollar company. On his yacht.

I had come to do Dubai at the invitation of one of my clients, to a retreat, no less. That night, on the yacht, the retreat veered into a contract as a marketing director in his $1m+ executive coaching business.

Turns out, what he valued in me the most was my ability to stand at the whiteboard, listen for his needs and wants, and put them up logically. I guess you could say I pulled the genius out of him and modelled it into systems and processes.

Before long, he named me president of the CEO community he was coaching and I became instrumental to his business expansion. 

I co-led workshops, sometimes on really short notice, on two different continents. I met a full Justice League of business heroes.

It was exhilarating. 
It was also grueling - a treadmill of 14-hour days, 6 or 7 days a week.

Dr Marshall Goldsmith
America's #1 executive coach

Two hours after landing, I was meeting the Ferrari-driving chairman of a billion-dollar company. On his yacht.

I had come to do Dubai at the invitation of one of my clients, to a retreat, no less. That night, on the yacht, the retreat veered into a contract as a marketing director in his $1m+ executive coaching business.

Turns out, what he valued in me the most was my ability to stand at the whiteboard, listen for his needs and wants, and put them up logically. I guess you could say I pulled the genius out of him and modelled it into systems and processes.

Before long, he named me president of the CEO community he was coaching and I became instrumental to his business expansion. 

I co-led workshops, sometimes on really short notice, on two different continents. I met a full Justice League of business heroes.

It was exhilarating. 
It was also grueling - a treadmill of 14-hour days, 6 or 7 days a week.

Skye caught every nuance of my value proposition, my ideal client profile, my positioning, my differentiation, and through his deep-discovery process, he started to work his craft, to build my marketing engine. 

The results were outstanding. 

We started filling 50 seats every month in my high-impact introductory program, which led to a continuous stream of enrolments. And then Skye surprised me by saying the end-conversion rate of 20% isn't good enough. Let us go back to the drawing board!

So if you are thinking of engaging with Skye, and if he is available and willing to take you on, don't hesitate. 

Lots of people will say good things when they write a testimonial. I like to be understated. 

Skye is the real deal. 

If that appeals to you, don't wait to sign up. 

I wish you a joyous windfall in the coming days.

Rajesh Nagjee

Chairman, Chrysalis Management Institute