Dr Tara Halliday

Tara Halliday works with senior leaders at points where responsibility, authority, and consequence have exceeded personal reference.

Her work is not coaching, advisory, or development. Nothing is added.

A structural interference is removed.

At scale, decisions are rarely compromised by lack of judgement, insight, or capability. What distorts decision-making is where responsibility is being held. When responsibility remains personally carried, identity is quietly recruited into decisions that should sit with role, mandate, and governance.

Tara’s work removes that personal recruitment.

Responsibility becomes non‑self‑referential. Authority and judgement operate without identity involvement. Decisions are held structurally rather than personally.

This work is relevant only at a specific level of leadership. It is not for those seeking improvement, support, or development. It becomes appropriate when consequence exceeds what identity can legitimately carry, and when responsibility is being borne in the wrong place.

The work is engaged when decisions carry institutional, reputational, or systemic consequence beyond the individual.

Tara works privately with leaders in high‑consequence roles, including board chairs, group CEOs, and senior executives operating within complex institutional environments.

Her background spans engineering, systems thinking, and long‑form inquiry into how authority, responsibility, and decision legitimacy are formed and maintained. 

Her work is grounded in a precise understanding of conditionality and identity entanglement, and how these structures become recruited into responsibility and decision-making at scale.

The focus is not psychological insight or self-concept, but the structural conditions under which identity becomes implicated in consequence, and how that implication can be removed.

Engagements are finite. There is no ongoing support, maintenance, or programme. The work concludes when responsibility is cleanly located and no longer mediated by the self.

This is not a method to improve leadership. It is the removal of a condition that makes leadership unnecessarily personal.

If this description is recognisable, the work may be relevant. If it is not, it is not.