We are based on Jersey in the Channel Islands.

Yes. While rooted locally our work spans the UK, Europe and other offshore jurisdictions.

Yes. We often deliver coaching and team/board interventions virtually, and we adapt our approach to make sure it remains interactive and impactful even when people aren’t in the same room.

Our clients range from financial services firms and private equity houses to SMEs, family businesses and family offices. What they have in common is that people and governance issues really matter to their performance and reputation.

80Twenty was founded in 2020

Our founders are both former Big 4 consultants (KPMG). Between us, we bring senior leadership experience at senior partner level in financial services, and expertise in people, governance and change.

We are accredited by the EMCC in coaching and team coaches at Senior Practitioner level.

We recognise the enormous potential of new technologies such as generative AI to improve the services we offer our clients, but we always respect any security or risk concerns our clients may have.

Yes. We work with carefully selected partners whose expertise complement our own.

Not at the moment. However we are always interested in hearing from experienced consultants who complement our offering, in case opportunities arise in the future.

If we are working on a project where it would be appropriate, we may offer short-term work experience. We are always happy to chat to any local students about what it’s like to study and work in our field.

We bring together governance expertise, financial acumen and deep insight into human behaviour. That combination means our clients don’t need to engage multiple advisers when issues cross boundaries — whether that’s governance, leadership, conduct or performance. We are independent, discreet and evidence-led, which reassures boards, investors and regulators that they can act on our work with confidence.

We use this language to describe the stages where organisations most often need help. Prevention is about reducing risk before it grows, containment is the steady hand when something is already happening, and recovery is the work of rebuilding after disruption. Most of our engagements touch more than one of these stages.

Waiting usually makes things worse. Acting early allows concerns to be explored before they escalate into formal disputes or attract regulatory scrutiny. It protects relationships, reduces cost, and gives leaders the chance to put support in place so people and teams can get back on track.

We give boards and senior leaders the confidence that sensitive matters are being handled properly. That might mean strengthening governance structures, stabilising a leadership team, or conducting an investigation that regulators can trust. Our work is always designed to protect credibility and ensure the human factors are never overlooked.

We’re equipped to handle investigations into financial concerns, conduct issues, workplace culture and governance breakdowns. Because we work across disciplines, clients don’t need to bring in different advisers for different strands — we can manage the whole process independently and discreetly.

Independence changes how an investigation is perceived. An external investigator removes the risk of bias, brings specialist skill where it’s needed, and ensures the process is carried out with discretion and rigour. That gives leaders and regulators confidence that the findings are fair and can be relied on when decisions need to be made.

Becauseinvestigations are often detailed and time-consuming, bringing in external support can free internal leaders to focus on running the organisation while still ensuring the matter is handled properly.

Yes. Our reviews look at more than structures and compliance — we focus on board dynamics, the quality of conversations and decision-making, and how people work together at the top table.

Team coaching treats the team itself as the client. It helps people step back and look at how they work together — the strengths, the gaps, and the unspoken issues that can hold them back. A skilled team coach makes it easier to address tensions early, prevent interpersonal problems from escalating, and resolve performance concerns before they become more serious. The outcome is usually a team that is clearer, more cohesive and better equipped to deliver under pressure.

Co-coaching involves two people being coached together, often colleagues or a manager and their direct report. It’s not the same as mediation, which steps in once a relationship is already in difficulty. Co-coaching happens earlier, helping people strengthen communication, understand each other’s expectations and resolve performance concerns before they become disputes. It builds stronger working relationships and prevents the need for more formal interventions.

We only use psychometric tests that meet recognised standards of validity, reliability, fairness and ethical practice. All tests we employ have been independently reviewed by the British Psychological Society and are administered by trained professionals in line with BPS guidance. This ensures our assessments are robust and appropriate for selection and development purposes.

We do and these are an extension of our psychometric services. Our approach allows us to tailor 360s to your organisation’s priorities, whether that’s specific KPIs, leadership competencies or behavioural expectations. The result is feedback that actually links back to what matters in your context.

We don’t deliver generic training. Where training is needed as a result of our work — for example, following an investigation or a review — we design bespoke material and run “train the trainer” sessions. That way, the organisation owns the content and can deliver it internally, without ongoing reliance on us.