01
Physical gains, cognitive dividends
Wins in the physical domain routinely transfer into sharper decisions, higher energy and better judgment at work.
01Executive mentoring
Dr Purnendu Nath — mentor, not just a coach, to CXOs, fund managers and senior professionals.
Every executive he mentors already has the information — the health data, the board reports, the coaching playbooks. What is missing is the daily architecture that turns it into sustained execution.
BA · MA · FIA · MSc · MPhil · PhD · CFA · ACSM-CPT
Cambridge · London Business School
- 30y
- Global finance
- 13y
- Mentoring practice
- 40y
- Teaching
02What makes this different
I am a mentor, not just a lifestyle coach. The work is built around the person, not a generic programme.
The goal may be a first-time CEO preparing for an analyst call, a CFO rebuilding stamina after burnout, or a founder six months from an IPO roadshow. Every mentee arrives with different constraints and preferences. The engagement becomes a customised, dynamic, real-life optimisation problem — solved together, remotely, with minimal real-time contact.
03What I actually do
A daily operating system for performance.
Multiple aspects of health and lifestyle are reviewed in context. Nutrition is a major component, but never the only one. The objective is sustained capability in life and work.
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Diagnose the individual as a system
Each mentee is a distinct optimization problem — a unique starting point, goal, constraints and preferences. Nothing is generic.
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Remote, high-touch, low-friction
Nutrition, training, sleep and workload are recorded in a structured online log and reviewed daily, often several times a day.
04
An operating system for performance
Mentees do not simply reach a goal. They develop the judgment and habits to solve problems beyond it. Independence, not dependence, is the outcome.
04Financial services pedigree
Three decades on the research desks and trading floors that shape global markets.
- 01Head of Quantitative Research & Alternative InvestmentsQuant Capital
- 02Portfolio Manager, systematic equity market-neutralPan-Asian hedge fund, Hong Kong
- 03Built the quant research capability in global credit tradingCredit Suisse, London
- 04Senior quantitative rolesAmplitude Capital · KBC AIM · HSBC Midland
- 05Stochastic asset-liability modellingMajor UK pension funds
- 06Teaching for 40 years — from mathematics and physics, through computing and finance, to evidence-based longevity and, more recently, how to live a better life40 years and counting
- 07CFA Program lecturerLondon & Hong Kong
Academic
First Class, Cambridge. MSc Quantitative Trading (Distinction). PhD in Finance, London Business School.
Professional
CFA Charterholder. Fellow of the Institute of Actuaries (England). American College of Sports Medicine – CPT.
Research
Published in finance and medical journals. Active in AI/ML applications.
05Who trusts me
A discreet, global roster of senior professionals.
Finance
Fund managers · private-equity professionals · bankers · chartered accountants · equity analysts
C-Suite
Chief executives · senior leaders · business owners · entrepreneurs · retired executives
Technology
Technology CEOs · engineers · software leaders · founders
Medical
Physicians · surgeons · dentists · pharmacists · psychologists
…and a quietly wide roster beyond corporate life, including academics, writers, diplomats, musicians, students and athletes.
Read testimonials ↗06Mentoring or coaching corporate clients
A hierarchy of rights and responsibilities.
This work depends entirely on trust. The following principles are offered in that spirit — not as a caveat, but as the foundation of an effective engagement.
Strict confidentiality
Whatever a mentee shares — health data, personal pressures, professional concerns — is held with the same strict confidentiality afforded by any trusted professional advisor. It is never disclosed to a third party, including the organization funding the engagement, without the mentee's explicit consent.
A deliberate design choice
Confidentiality is not a limit on transparency; it is what makes real progress possible. The published evidence is consistent that individuals who feel safe pursuing personal change bring markedly more energy, focus and discretionary effort back to their teams.
Chinese walls and consent
There are strict Chinese walls — between financial sponsor and mentee, between a paying parent and a child, and between the mentee and the institution paying for the engagement. Nothing is disclosed without the mentee's explicit consent.
An established standard
The same standard of confidentiality already underpins executive coaching, employee assistance programmes and other advisory relationships that leading organizations rely on today.
The organization is protected, not constrained
A mentee who trusts the process fully is the mentee who improves fastest. That improvement in resilience, clarity and stamina flows back into their contribution at work. The organization's investment is protected by confidentiality, not limited by it.
Reporting with consent, focused on outcomes
Where the organization wishes to track progress, reporting is agreed in advance and focuses on engagement and outcomes rather than personal detail — preserving the mentee's trust while giving the organization clear visibility into the value being delivered.
Every senior professional arrives with their own hopes, fears, constraints and stakeholders. They must keep colleagues and owners happy — but not at the cost of forgetting that their first responsibility is to themselves. The published scientific evidence is clear: employees who are on a safe path towards improving their internal wealth contribute the most to the external wealth they generate for their employer.
07How an engagement works
Deliberately simple to start, administer and stop.
No one should feel boxed into an engagement that is not working for them. The commercial structure is designed around that principle.
One established method
Daily, hands-on review of a structured personal log, with WhatsApp for lighter real-time contact when useful. This is the same method used across the practice, not a separate corporate process.
Monthly, without lock-in
The company is billed monthly. There is no minimum term and either side can end the engagement at any time. Nothing is paid in advance beyond the current month.
Simple when circumstances change
If the executive leaves the organization, or the engagement stops serving them, billing simply stops. There is no multi-month contract to unwind, refund or claw back.
Reporting agreed in advance
The organization receives reporting on engagement and agreed outcomes, never personal detail. The reporting boundary is established before the work begins.
Investment
Fees are shared once we have agreed this is the right way of working together — the same principle that governs every engagement, corporate or individual.
Next step
A confidential scoping call with the organization and, separately, with the executive. There is no commitment or cost discussion until both sides agree it is the right fit.
08The corporate pitch
CXO mentoring, from someone who has run the desk.
A structured, discreet, one-to-one mentoring engagement for senior leaders — designed to improve energy, focus, decision quality and personal performance through sustained daily execution.
Delivered remotely and continuously, benchmarked to the individual's own baseline, and led by someone who has spent thirty years inside global finance.