Our Kind of People

At Executive Nomad, we have X3 ICPs (Ideal Customer Profile) depending on the path we are taking to fill our sessions

Together, Peter & Patricia form our dual-core ICP:

Peter = the credibility-driven ex-corporate man, wary but ready.
Patricia = the dignity-driven ex-leader, balancing confidence, relevance, and lifestyle needs.

Our third ICP is Julia, our HR Professional. Shes important becaase it's Julia who determines whether Executive Nomad is the right place for her to allign her leaving executives and the right place to allocate her limited budget.

Get The PDF For Your Wall

Our ICP

The people in our sessions are +50 year old executives. The people who put them there and pay the bills are HR Managers and Directors

Peter (54, ex-senior manager): Redundant or burned-out corporate leader, financially secure but identity-shaken, wants to reinvent as a respected solo consultant earning ~£10K/month without hype.
Patricia (52–57, ex-HR/Comms/Operations head): Experienced leader navigating early exit, balancing confidence and relevance with lifestyle needs, seeking a dignified, structured path into flexible consulting.
HR Manager/Director (25–55): Budget-holder under pressure to deliver credible, cost-effective outplacement that protects reputation, ensures smooth transitions, and keeps departing execs supported.

Whatever Role You Look After, Whatever Campaign, Email, Post, Blog, Article or Image You Work on, These 3 People Are Who You Are Writing To. Always Talk to These People and ONLY these People.

Peter

Peter 2.0 – Core ICP

Age: 52–58
Background: Former Director, VP, or Head of Department in a multinational, financial institution, or major public body. Often from strategy, finance, operations, or technology.
Status: Redundant, “pushed” into early retirement, or self-exited due to burnout, office politics, or restructures. Suddenly on the outside looking in.
Location: Suburbs -based (often with a family home, grown kids, and a partner who’s still working or semi-retired).

Psychology & Pain Points

Identity loss: Work was his status. Without the corporate title, he feels diminished — unsure how to “introduce himself” anymore.
Uncertainty: Worries about relevance in a fast-moving, tech-driven economy. Feels “young enough to work, old enough to be overlooked.”
Masculine pride: Dislikes the idea of starting from scratch, or being “trained” by someone younger.
Financial awareness: Redundancy payout and savings are a cushion, but he doesn’t want to eat into them. Wants to earn without rejoining the grind.
Skeptical of fluff: He distrusts buzzwords, entrepreneurial hype, and anything that sounds like snake oil. Needs substance and proof.

Values

Autonomy — he wants to work on his own terms.
Respect — he doesn’t crave status symbols anymore, but he does want credibility and recognition.
Practicality — values frameworks, strategy, and clear outputs over “vibes.”
Control — prefers consulting engagements he can start/stop rather than indefinite commitments.

Goals

Earn ~£8K–£12K/month on a part-time basis (15–20 hrs/week).
Re-establish an identity as a trusted expert and advisor.
Build a consulting offer that packages up decades of experience into something clear and valuable.
Achieve freedom of time and location (Spain for winter, UK in summer, occasional city travel).
Prove to himself (and peers) that he’s still relevant — without getting sucked back into office politics.

Preferred Approach

Needs a structured roadmap from corporate to consultant, not just “motivation.”
Responds to prestige branding and peer-level communities (doesn’t want to feel lumped in with junior freelancers).
Likes data, case studies, and credibility markers that reduce risk.
Motivated by the idea of becoming “the consultant leaders call when things get messy.”
Wants to shortcut the startup grind with templates, scripts, and ready-made assets — so he can hit the ground running.

Get The PDF For Your Wall

Patricia

Patricia 2.0 – Core ICP

Age: 52–57
Background: Former HR Director, Head of Communications, or Operations leader in a multinational or public-sector body. Known for being the "glue" in organisations — strong on people, process, and politics.
Status: Early retirement, redundancy, or voluntary exit due to burnout / restructuring. May have taken a short “pause” (sabbatical, caring responsibilities, part-time consultancy) but now feels underutilised.
Location: UK-based, EU-friendly, sometimes with family obligations anchoring her (aging parents, children at university).
Income history: £75K–£110K base salary, plus bonuses/pension contributions. Comfortable cushion but not enough to “switch off.”
Financial position: Cautious. Has savings, possibly a mortgage partly paid off, sometimes the “financial manager” at home. Not reckless with investments.

Psychology & Pain Points

Identity gap: Struggles with the transition from “senior leader” to “independent.” Work once defined her stature and influence.
Overlooked: Feels her age/gender put her at a disadvantage in the modern workplace — she’s invisible to headhunters who chase younger, cheaper talent.
Confidence dip: Despite decades of achievements, she questions whether her skills are still relevant in today’s fast-changing, tech-heavy market.
Care sandwich: Juggling grown children’s needs and elderly parents. Hesitant to commit to roles that steal flexibility.
Dislikes hype: Distrusts “be a digital nomad influencer” type promises. She wants dignity, not gimmicks.

Values

Stability with freedom — she doesn’t want to be on planes every week, but she does want the option to work from Spain, Cyprus, or Portugal when life allows.
Recognition — she doesn’t need awards, but she does want her expertise acknowledged and respected.
Simplicity — practical systems over flashy jargon.
Purpose — her work should feel meaningful, not just “paid busywork.”

Goals

Build a consulting or coaching practice drawing on her HR/Operations/Comms strengths.
Earn £6K–£10K/month while working 15–20 hours a week.
Develop a clear “package” of services (e.g., leadership transitions, culture-building, organisational clarity).
Position herself as the calm, trusted advisor executives call when things are messy.
Maintain flexibility for family and lifestyle, without being tied to an office.

Preferred Approach

Wants handrails, not hype. Prefers a structured roadmap that takes her from “what now?” to “this is my business.”
Appreciates communities of peers (especially other 50+ women in transition).
Responds well to frameworks, templates, and practical scripts — things that shortcut the “blank page” problem.
Feels reassured by prestige, credibility, and systems (she trusts a process more than a personality-driven brand).

Get The PDF For Your Wall

Julia, Head of HR

HR Manager/Director ICP – The Buyer Persona

Age: 25–55
Background: Senior HR Manager or HR Director in UK Local Government, NHS Trusts, or large corporate organisations. Manages restructures, redundancies, redeployment, and career transition.
Status: Stretched thin. Reports upward to the CEO/Board but also handles sensitive employee cases. Knows they’re in the middle of politics, unions, and legal compliance.
Location: UK-based (but practices often influenced by global HR frameworks).

Psychology & Pain Points

Pressure cooker role: Balancing compassion for outgoing staff with cost-cutting mandates from the top.
Reputation risk: Needs to show they’ve offered credible and dignified support to exiting execs. Can’t risk accusations of “throwing staff on the scrapheap.”
Budget constraints: Must justify every pound. Traditional outplacement services are expensive and often under-deliver.
Skepticism: Wary of anything that sounds like hype or “life coaching fluff.” They want tangible outcomes they can defend to their bosses.
Limited bandwidth: Too many projects. They need a done-for-you partner who doesn’t add more admin.

Values

Compliance, professionalism, and dignity for staff.
Credible suppliers (must look trustworthy enough to avoid raising eyebrows internally).
Practical outcomes they can report upwards: “X% of our leavers went on to successful next-stage careers.”
Low risk, high reward — they want to protect both the organisation’s reputation and their own.

Goals

Smooth transitions for senior staff leaving due to restructure or redundancy.
Retain goodwill and reputation: “Our people were looked after, even on exit.”
Avoid litigation or PR fallout by showing investment in career support.
Get value-for-money alternatives to outplacement firms like LHH or Penna.
Tick the “we did the right thing” box — and have proof (stats, testimonials, case studies).

Preferred Approach

Wants a clear package they can approve quickly: price, deliverables, timeline.
Prefers suppliers who speak HR’s language: “transition,” “career mobility,” “retention of organisational goodwill,” not “find your passion.”
Needs materials they can hand upstairs (slide decks, HR Champion Toolkit, outcome reports).
Likes to see peer examples — “This was adopted by X council / Y NHS trust / Z corporation.”
Appreciates when suppliers make them look good to leadership.

Get The PDF For Your Wall

We'd love to hear what you think about our ICPs. When youve finished reading, send your thoughts, understanding and breakdown of where these ICP's fit into your job role, directly to our Founder - Jamie

Executive Nomad

24 City Road London EC1V 2NX

Telephone: +44 (0)20 4578 9164

Our Mission

About The Founder

T&Cs

GDPR Policy

Executive Nomad Limited - Suite 4, 2nd Floor The West Wing, Montarik House 3 Bedlam Court, GX11 1AA Gibraltar - Company Number:121430

Peter (54, ex-senior manager): Redundant or burned-out corporate leader, financially secure but identity-shaken, wants to reinvent as a respected solo consultant earning ~£10K/month without hype.
Patricia (52–57, ex-HR/Comms/Operations head): Experienced leader navigating early exit, balancing confidence and relevance with lifestyle needs, seeking a dignified, structured path into flexible consulting.
HR Manager/Director (25–55): Budget-holder under pressure to deliver credible, cost-effective outplacement that protects reputation, ensures smooth transitions, and keeps departing execs supported.

Peter 2.0 – Core ICP

Age: 52–58
Background: Former Director, VP, or Head of Department in a multinational, financial institution, or major public body. Often from strategy, finance, operations, or technology.
Status: Redundant, “pushed” into early retirement, or self-exited due to burnout, office politics, or restructures. Suddenly on the outside looking in.
Location: Suburbs -based (often with a family home, grown kids, and a partner who’s still working or semi-retired).

Psychology & Pain Points

Identity loss: Work was his status. Without the corporate title, he feels diminished — unsure how to “introduce himself” anymore.
Uncertainty: Worries about relevance in a fast-moving, tech-driven economy. Feels “young enough to work, old enough to be overlooked.”
Masculine pride: Dislikes the idea of starting from scratch, or being “trained” by someone younger.
Financial awareness: Redundancy payout and savings are a cushion, but he doesn’t want to eat into them. Wants to earn without rejoining the grind.
Skeptical of fluff: He distrusts buzzwords, entrepreneurial hype, and anything that sounds like snake oil. Needs substance and proof.

Values

Autonomy — he wants to work on his own terms.
Respect — he doesn’t crave status symbols anymore, but he does want credibility and recognition.
Practicality — values frameworks, strategy, and clear outputs over “vibes.”
Control — prefers consulting engagements he can start/stop rather than indefinite commitments.

Goals

Earn ~£8K–£12K/month on a part-time basis (15–20 hrs/week).
Re-establish an identity as a trusted expert and advisor.
Build a consulting offer that packages up decades of experience into something clear and valuable.
Achieve freedom of time and location (Spain for winter, UK in summer, occasional city travel).
Prove to himself (and peers) that he’s still relevant — without getting sucked back into office politics.

Preferred Approach

Needs a structured roadmap from corporate to consultant, not just “motivation.”
Responds to prestige branding and peer-level communities (doesn’t want to feel lumped in with junior freelancers).
Likes data, case studies, and credibility markers that reduce risk.
Motivated by the idea of becoming “the consultant leaders call when things get messy.”
Wants to shortcut the startup grind with templates, scripts, and ready-made assets — so he can hit the ground running.

Patricia 2.0 – Core ICP

Age: 52–57
Background: Former HR Director, Head of Communications, or Operations leader in a multinational or public-sector body. Known for being the "glue" in organisations — strong on people, process, and politics.
Status: Early retirement, redundancy, or voluntary exit due to burnout / restructuring. May have taken a short “pause” (sabbatical, caring responsibilities, part-time consultancy) but now feels underutilised.
Location: UK-based, EU-friendly, sometimes with family obligations anchoring her (aging parents, children at university).
Income history: £75K–£110K base salary, plus bonuses/pension contributions. Comfortable cushion but not enough to “switch off.”
Financial position: Cautious. Has savings, possibly a mortgage partly paid off, sometimes the “financial manager” at home. Not reckless with investments.

Psychology & Pain Points

Identity gap: Struggles with the transition from “senior leader” to “independent.” Work once defined her stature and influence.
Overlooked: Feels her age/gender put her at a disadvantage in the modern workplace — she’s invisible to headhunters who chase younger, cheaper talent.
Confidence dip: Despite decades of achievements, she questions whether her skills are still relevant in today’s fast-changing, tech-heavy market.
Care sandwich: Juggling grown children’s needs and elderly parents. Hesitant to commit to roles that steal flexibility.
Dislikes hype: Distrusts “be a digital nomad influencer” type promises. She wants dignity, not gimmicks.

Values

Stability with freedom — she doesn’t want to be on planes every week, but she does want the option to work from Spain, Cyprus, or Portugal when life allows.
Recognition — she doesn’t need awards, but she does want her expertise acknowledged and respected.
Simplicity — practical systems over flashy jargon.
Purpose — her work should feel meaningful, not just “paid busywork.”

Goals

Build a consulting or coaching practice drawing on her HR/Operations/Comms strengths.
Earn £6K–£10K/month while working 15–20 hours a week.
Develop a clear “package” of services (e.g., leadership transitions, culture-building, organisational clarity).
Position herself as the calm, trusted advisor executives call when things are messy.
Maintain flexibility for family and lifestyle, without being tied to an office.

Preferred Approach

Wants handrails, not hype. Prefers a structured roadmap that takes her from “what now?” to “this is my business.”
Appreciates communities of peers (especially other 50+ women in transition).
Responds well to frameworks, templates, and practical scripts — things that shortcut the “blank page” problem.
Feels reassured by prestige, credibility, and systems (she trusts a process more than a personality-driven brand).

HR Manager/Director ICP – The Buyer Persona

Age: 25–55
Background: Senior HR Manager or HR Director in UK Local Government, NHS Trusts, or large corporate organisations. Manages restructures, redundancies, redeployment, and career transition.
Status: Stretched thin. Reports upward to the CEO/Board but also handles sensitive employee cases. Knows they’re in the middle of politics, unions, and legal compliance.
Location: UK-based (but practices often influenced by global HR frameworks).

Psychology & Pain Points

Pressure cooker role: Balancing compassion for outgoing staff with cost-cutting mandates from the top.
Reputation risk: Needs to show they’ve offered credible and dignified support to exiting execs. Can’t risk accusations of “throwing staff on the scrapheap.”
Budget constraints: Must justify every pound. Traditional outplacement services are expensive and often under-deliver.
Skepticism: Wary of anything that sounds like hype or “life coaching fluff.” They want tangible outcomes they can defend to their bosses.
Limited bandwidth: Too many projects. They need a done-for-you partner who doesn’t add more admin.

Values

Compliance, professionalism, and dignity for staff.
Credible suppliers (must look trustworthy enough to avoid raising eyebrows internally).
Practical outcomes they can report upwards: “X% of our leavers went on to successful next-stage careers.”
Low risk, high reward — they want to protect both the organisation’s reputation and their own.

Goals

Smooth transitions for senior staff leaving due to restructure or redundancy.
Retain goodwill and reputation: “Our people were looked after, even on exit.”
Avoid litigation or PR fallout by showing investment in career support.
Get value-for-money alternatives to outplacement firms like LHH or Penna.
Tick the “we did the right thing” box — and have proof (stats, testimonials, case studies).

Preferred Approach

Wants a clear package they can approve quickly: price, deliverables, timeline.
Prefers suppliers who speak HR’s language: “transition,” “career mobility,” “retention of organisational goodwill,” not “find your passion.”
Needs materials they can hand upstairs (slide decks, HR Champion Toolkit, outcome reports).
Likes to see peer examples — “This was adopted by X council / Y NHS trust / Z corporation.”
Appreciates when suppliers make them look good to leadership.

Our Kind of People

Our ICP

Whatever Role You Look After, Whatever Campaign, Email, Post, Blog, Article or Image You Work on, These 3 People Are Who You Are Writing To. Always Talk to These People and ONLY these People.

Peter

Patricia

Julia, Head of HR

United Kingdom

Europe

United States

Canada

United Kingdom

Europe

United States

Canada