Why we exist.
Too much executive coaching is disconnected from evidence. We built Perigon House on a different premise.
Too much executive coaching is disconnected from evidence. A well-meaning conversation, an expensive psychometric report that sits in a drawer, a development plan that nobody revisits. Meanwhile, the leader is still getting blindsided by the same feedback in every annual review.
Perigon House was built on a different premise: that leadership development works when it starts with an honest, structured view of how a leader is actually experienced by the people around them — and when the coaching that follows is grounded in that evidence, not in abstract frameworks.
We named ourselves after the perigon — the mathematical term for a 360° angle — because completeness of perspective is our starting point, not our selling point. The gap in our logo is deliberate: there is always room to grow.
What we believe
- Candour firstHonest feedback, delivered with care, is the foundation of all development.
- Evidence over intuitionEvery coaching engagement starts with data, not assumptions.
- Outcomes matterWe measure success by observable behavioural change, not session hours.
- Context countsLeaders don't develop in isolation. The organisational environment shapes the leader.
- Practitioner credibilityOur principals have built and led businesses. We coach from experience, not theory.
Experienced principals. Not a roster.
Every Perigon House engagement is led by a principal with deep operational experience — people who have built, scaled, and led businesses, not just coached from the sideline.
Natalie Hargreaves
Natalie spent eighteen years in financial services leadership before founding Perigon House — including a decade at two FTSE 250 asset managers where she held COO and Chief People Officer roles through periods of rapid growth, regulatory change, and post-merger integration. She led the cultural integration of a 400-person acquisition and built the leadership development function that supported the combined firm's transition from founder-led to professionally managed.
Rachel Parry
Rachel is an organisational psychologist with fifteen years of experience in leadership assessment, psychometric design, and executive development. She spent the first decade of her career in the talent practices of two leading management consultancies before moving into independent advisory work focused on high-growth and private-equity-backed businesses. Rachel leads Perigon House's assessment methodology — designing 360° frameworks, interpreting psychometric profiles, and translating data into development plans that leaders actually follow.
Michael Sheehan
Michael spent twenty years in operational leadership before transitioning to executive coaching — including a decade as COO and then CEO of a mid-market professional services firm through a period of rapid growth and eventual trade sale. He understands the pressures facing scale-up leaders because he has lived them: the shift from founder-led to professionally managed, the challenge of building a leadership team that can operate without you, and the loneliness of making decisions with incomplete information.