If you're considering hiring me, referring me, or inviting me to speak, start here.

I'm Bontle Senne, pronounced BOONT-leh or BOONT-laire SIN-neh. My first name is Setswana and either English pronunciation is fine. I'm a dual South African and British citizen based in Greater London.

I've been a charity CEO, top-tier consultant, author, speaker, commercial farmer, journalist, AI tech bro, Board member, artist, and coach. Right now, I mostly lead strategy development, transformation implementation, and change management.

I solve problems that require a certain set of skills. That might be strategy decisions your team has talked about for years, a merger integration, an operating model nobody can agree on, AI adoption your team already hates, or a transformation where everyone has quietly stopped believing the PowerPoint.

Most of the problems I solve cross strategy, power, technology, and people. Keeping them in one professional lane usually makes the answer worse.

Mostly CEOs, occasionally COOs or Board Chairs, and sometimes strategy or transformation directors. I work with private companies, charities, and public-sector organisations in the UK. I consider international work on request.

I've led 25+ transformations across three continents since 2013, including work in education, health, banking, construction, telecommunications, and media. I've also worked in professional services, publishing, technology, the arts, and the environment.

I'm direct, low on hierarchy, and comfortable taking in a lot of information. I will argue for my view and concede as soon as someone has a better idea, because the best idea wins. You can disagree with me without managing my feelings.

I think quickly, which means I sometimes need to back up and explain how I reached a conclusion. I also need uninterrupted time to do the reading and reasoning properly.

Tell me the outcome you need, the assumptions around it, the constraints I have to work within, and who has the right to make each decision. Give me access to the people and material I need to test the problem. If the scope or timetable changes, say so early enough for us to agree what else changes with it.

People can challenge me and each other directly in my workshops. Everyone's vote weighs the same, including the CEO's, although decisions reserved for the Board still go to the Board.

If the group gets stuck, I mediate until we find a solution the people with the decision right can support. Board members are involved from the beginning and I check in with the Chair weekly, so a disagreement doesn't disappear into a final presentation and become a surprise.

If you need business-as-usual delivery and nothing needs to change, hire someone else.

Strategy facilitation is one part of my work. We develop the strategy with the people who'll deliver it involved while they can still influence the decisions, and the Board involved from the beginning.

My wider transformation work includes merger integration, operating-model redesign, digital delivery, culture change, financial recovery, and implementation. Those strategy examples show how I facilitate; the 25+ transformations include all of the wider work too.

A focused strategy sprint takes four to six weeks. Wider programmes take longer when they include a lot of stakeholder research, customer testing, implementation design, or decisions tied to a Board timetable. Most full engagements involve eight to twelve sessions.

I read before we meet. I usually start with the current strategy, annual report, risk register, and any research or engagement findings, then I test what I think I have understood with the people doing the work.

The workshops are decision sequences. Each decision constrains the next one, everyone contributes, and we leave the room with named owners and deadlines. I don't assign homework because, in my experience, strategy homework is where momentum goes to die.

Sometimes? My day rate is £750 to £1,750 excluding VAT, depending on the industry, organisation size, complexity, currency, and annual revenue. I mostly use fixed fees because who cares how long their consultant works on the problem as long as it gets solved?

Charities can book a one-day offsite for £750 excluding VAT. It can be remote for up to 16 people. For an in-person session, the client provides the venue and pays travel at cost.

My full charity strategy engagements currently cost £10,000, £15,000, or £28,000 excluding VAT, travel, and accommodation, with a 20% deposit. If the client increases the scope or shortens the timetable, we agree what that does to the fee before the work changes.

Don't assume you don't have the budget for me, especially if you are a charity. If I can't help, I probably know someone who can.

No. A strategy engagement ends with the agreed strategy work. If you want me to support implementation afterwards, we scope and price that separately.

I normally need one week's notice. I can often start the reading remotely while diaries catch up.

Yes, where the work suits it. I also run in-person and hybrid programmes. We use the format that makes sense for the people who need to make the decisions.

I build software as well as advising organisations. I have built AI-supported tools for executive search and public-sector resource delivery, and I'm running a live legal-product pilot with a UK barristers' chambers. I wrote the product's security design and completed its data protection impact assessment.

My advice comes from building and testing these tools in real work, including the boring governance parts that disappear from most AI keynotes.

Yes. My qualifications are Certified Professional Coach (CPC) and ICAgile Certified Professional in Agile Coaching (ICP-ACC). I've held executive roles and worked with senior teams for more than a decade, so I have had to make the kinds of decisions my coaching clients bring me.

I was diagnosed with autism and attention deficit hyperactivity disorder later in life. I make connections quickly, need enough complexity to stay engaged, and protect uninterrupted thinking time. I design frameworks around how people and their brains work because forcing everyone through one way of working is lazy design.

I've also written and spoken about neurodivergent work, leadership, and relationships from lived experience.

Nine books so far. For adults: Beyond Buy-In, The ADHD Boss, and The ND Lovers Club, written with Sara-Louise Ackrill.

For readers aged 9 to 12: the four-book Shadow Chasers series, The Haunted Library, and A Monster at Midnight. I was the Women's Business Awards Author of the Year 2025.

My writing covers transformation, work, and neurodivergence. You can start with The Six Most Common Reasons Digital Transformations Fail, Managing ADHD Employees With The 3Bs, How To Thrive At Work When You Have Autism And ADHD, or my Medium page.

Yes. I speak about why transformations fail, how power and resistance shape change, AI adoption, and neurodivergent talent at work. Send me the audience, format, date, and what you want people to leave able to do.

Greater London. I've worked across three continents and consider international assignments on request.

Use the form on my contact page, or connect with me on LinkedIn. If I can't help, I probably know someone who can.