About Vicky Green
I work with founders and senior leaders at moments where business performance matters and the path forward is not immediately clear.
My focus is on helping leaders see clearly what is happening across the business — particularly where performance is under pressure or the business is at a point of strategic change.
From there, leaders are able to act with confidence — improving performance and moving the business forward in a way that is aligned, effective, and sustainable.
When clarity becomes essential
Leaders often reach a point where the business is growing or changing, expectations are increasing, and the consequences of decisions carry more weight.
At that level, what matters most is not speed, but clarity — understanding what is actually happening and what will improve performance.
My work creates a confidential, thoughtful space to step back, see what is unfolding, and think clearly about what needs to change.
This includes bringing attention to patterns, dynamics, and structural realities that are not always immediately visible — but are often central to how the business is performing.
Together, we look at what is happening — in the business, in the leadership, and in the wider context — so that direction can be set in a way that is coherent, grounded, and commercially effective.
I do not take decisions away from leaders. Instead, I support them to strengthen their own judgement — understanding what matters, what is at stake, and how to move the business forward.
Experience shaped by real responsibility
My experience has been built through direct commercial and operational responsibility.
After completing my degree at Oxford, I trained as a Chartered Accountant with PwC before moving into senior finance and operational roles, including CFO and COO positions.
I have worked across a range of organisations, from global media businesses such as United Business Media plc and Discovery, to cultural institutions including the Royal Opera House, and alongside founders and leadership teams navigating growth and complexity.
As owner-director of my family business, Euroway, I led the company through multiple acquisitions, the global financial crisis, and ultimately its successful sale to a Fortune 500 company.
During this time, the business also developed an innovative biofuel solution, recycling used cooking oil into transport fuel — including a major programme for McDonald’s — shaping my understanding of sustainability as practical, commercial innovation.
I have now been running Mayfair Providence Ltd for over twelve years, working with founders, leadership teams, and boards on the challenges that come with growth, complexity, and long-term performance.
How I work
At the heart of the work is a thoughtful, professional partnership.
Whether working privately or with leadership teams, the emphasis is on creating the conditions for clear thinking — particularly at moments where performance matters and decisions carry weight.
The work is focused, responsive, and grounded in the realities of the situation at hand. It is not about abstract models or generic solutions, but about understanding what is actually happening and what will improve performance.
Conversations are both reflective and strategic — creating space to think clearly, while also bringing attention to patterns, dynamics, and structural factors shaping the business.
In all cases, the aim is the same:
to create clarity that enables sound decisions and improved business performance.