For newly appointed Director, Tanja Senanayake, one of Leadenhall’s greatest strengths isn’t just in its technical expertise – it’s in how the firm develops and mentors its people. This commitment to tailored professional growth isn’t a ‘nice-to-have’; it’s a deliberate strategy that delivers lasting benefits for employees, clients and the business as a whole.
A mentoring approach with a difference
While many professional services firms run standardised performance reviews and tick-the-box development programs, Leadenhall’s approach is intentionally more personal and sustained. Mentoring is not a once-a-year formality – it’s an ongoing process of regular check-ins, targeted skills development and active support from senior leaders.
“Here, the directors really work with you as an individual,” says Tanja. “They look at your capabilities, your goals and your circumstances – and they don’t put limits on your progression. Even if you’re part time, you still get the same opportunities and support as everyone else.”
Matching expertise to development
Mentoring at Leadenhall is highly specific. Directors and senior staff are paired with team members based on the area of expertise required – impairment testing, purchase price allocation, discount rate analysis, or other specialisations. This multi-mentor model means employees gain targeted insights from leaders who are true experts in their fields.
Alongside this technical mentoring, there are structured review points every six months, plus regular informal conversations to keep development on track. “It’s not onerous – but it’s consistent,” Tanja explains. “It’s about genuine progress, not just jumping through hoops.”
Why it matters for clients
This investment in people translates directly into benefits for clients. Long-term employee retention means a deeper knowledge base stays within the firm, and clients enjoy continuity in the teams they work with. As Tanja points out, “We have clients who specifically tell us they value seeing the same faces on their projects year after year. It builds trust and makes for better outcomes.”
With turnover rates in some larger firms above 20% – and many professionals staying only two to four years – Leadenhall’s focus on retaining and developing its team is a distinct competitive advantage.
Part of a bigger picture
The mentoring culture aligns closely with Leadenhall’s broader values, reflected in its commitment to clear communication, technical excellence and commercial practicality. Senior people remain deeply involved in technical work – ensuring valuations are not only accurate, but also commercially reasonable and delivered on time. This hands-on approach from leaders extends beyond client projects into the way the firm builds capability internally.
Looking ahead
In her new role, Tanja will have an active hand in shaping Leadenhall’s people and culture strategy. “I’m excited to help further develop our mentoring program and ensure we keep building a supportive, expert and engaged team,” she says.
At Leadenhall, mentoring is not just about career development – it’s about creating an environment where people can do their best work, stay for the long term and deliver exceptional service to clients. It’s a golden thread that connects employee success with client success, making it an integral part of the firm’s business model.
