My Story
Failing to type
It started with failing a typing test at a bank's head office in Toronto. So, I didn't get the job. I went north to Amex instead, and ended up 'typing' for them for the next seventeen years.
A seventeen-year masterclass
Starting as a temp in the microfiche department, through customer and merchant services to the learning centre, I ended up in Financial Services Europe. My time at American Express exposed me to the whole ecosystem, from the mailroom to the fraud department, new accounts to new product launches. I worked across a wide variety of high-value projects, including building new businesses and business units.
An achievement leads to moving shores
My proudest achievement was helping design and launch the first internet-only savings bank, which won American Express's Chairman's Award for Quality. Followed by my transfer to the UK. Seeking closer exposure to SMEs, I later left to join a global business coaching firm, where I learned first-hand the challenges growing businesses face.
An international perspective
I grew up in Guyana, studied in Toronto, worked at Amex Canada for close to thirteen years, then relocated to London with a week's notice. My ties to all three countries remain strong, bringing clients, connections, and collaborations across three continents. I started Tracy G Consulting in 2020 and haven't looked back.
The common thread
My clients are business leaders who have built something that works, and know it's too dependent on the people who built it.
They're running businesses in the £750k–£12m range. They're capable, commercially sharp, and have more ambition than their current operating model can support. What they share is a common frustration: the knowledge that makes their business run lives in people's heads, including their own, and it's holding them back.
They can't delegate because nobody else knows how. They can't step back because the business doesn't run without them. They can't get a fair return on AI investment because there's nothing structured for AI to work from. And if a key person leaves tomorrow, they lose more than a team member — they lose capability that was never written down.
What they're missing isn't motivation or talent. It's visibility. A clear picture of what that trapped knowledge is actually costing them, and a structured path to capturing it that fits how their business actually operates, not a generic framework imposed from outside.
That's what I provide.
Collaboration is key
I start with the numbers, not the solution.
Most consultants walk in with a framework and look for ways to apply it. I walk in with a diagnostic and let your data tell us where to focus. The Knowledge Cost Calculator and Knowledge Map Diagnostic give us a shared, financially grounded picture of what's actually happening in your business before anyone proposes a fix.
From there, I work across both the big picture and the fine detail connecting what your business is trying to achieve strategically to the operational reality of where knowledge sits, who holds it, and what happens if they're not there tomorrow. I listen carefully, because the most important knowledge in a business is often the knowledge nobody realises is undocumented until someone asks the right question.
What you end up with is never a generic template. It's a structured, prioritised programme shaped to how your business actually operates: your processes, your people, your commercial priorities. The outputs are specific and tangible: a costed diagnostic, a prioritised knowledge map, and a clear path from where you are to a business that runs without depending on any one person.