Business coaching for London owners.

No, and most are not. The office at 16 Aylmer Parade is available by appointment, but the majority of London clients run entirely by video for a straightforward reason: crossing London for a ninety-minute session costs the best part of half a day, and sessions that cost half a day get cancelled the moment a quarter gets busy. Coaching does not work if it is the thing that moves in your diary. If you are in N2 or N3 and can walk in, in-person is genuinely better for the two diagnostic sessions at the start. After that, video plus a protected slot beats a face-to-face session you keep rearranging. It makes no difference to the fee.

Mostly it means not pretending your cost base is normal. London owners carry rent, salaries and client acquisition costs that would look like an error to an adviser working in the North West, and advice calibrated for a cheaper market produces the wrong answers — most obviously on pricing and on when to hire. It also means a market where your staff have more options than you would like and your clients have more suppliers than they need, which changes how quickly a standards problem becomes a retention problem. Beyond that, the work is the same everywhere: the owner is the constraint, revenue has outgrown margin, and the important work keeps being deferred. Anyone selling you a distinctly London methodology is selling you a postcode.

You will get a specific figure on the 30-minute discovery call, before committing to anything. It is not published because the streams are not equivalent — fortnightly ninety-minute 1:1 coaching and a monthly accountability rhythm would both be badly served by one headline number. Two straight points. This is not the cheapest coaching available in London, and there are group programmes running at a fraction of it. And if the fee would be genuinely tight for the business right now, say so on the call: being told to fix the cash position first and come back in a quarter is a real outcome rather than a negotiating position. Nobody benefits from an engagement the business cannot carry.

One coach, consistently. Business, leadership and accountability work runs with Andy. Financial Coaching runs with Peter, our Finance Director, for owners whose honest problem is that they cannot read their own numbers with confidence. You will know which before you pay anything, and you are not handed to an associate once the engagement starts. Ask on the discovery call whether the person you are speaking to is the person you will be working with — it is a fair question to put to any coach in London and the answer is not always yes. If the fit is wrong, say so in the first month. Coaching depends on being willing to be contradicted, and that does not survive a relationship you are being polite about.

Yes. Nothing said in a session is repeated — not to your team, not to other clients, not to the accounting side of the group. That last point matters because Buzz Coaching is a trading style of Buzz Accounting Ltd: if Buzz already does your accounts, coaching conversations do not flow into your accountant's file and nothing moves between the two unless you ask for it. Owners routinely raise things in sessions they have not told a business partner or a spouse — an exit they are weighing, a hire they regret, a number they are embarrassed by. That only works if it stays in the room. If you want the position in writing before you start, ask on the call.

Then say so explicitly on the call, because the answer may not be coaching. A live cash crisis, a lender losing patience or an insolvency question in the background needs specific professional help on a timescale a fortnightly rhythm does not match, and you will be told that rather than sold an engagement. Where coaching does help in a bad period is on the decisions around the crisis: what to stop, what to price, which conversation to have with the bank, what you personally can sustain for the next three months. But it sits alongside proper advice, never instead of it. There is nothing in it for us in coaching a business through a problem that needed an insolvency practitioner in March.