About – Lindareddy

London · Author, keynote speaker, advisor

I have sat on both sides of the table.

Thirty years inside complex organisations across twenty-four countries — leading teams, making decisions, and sitting in rooms where careers, contracts and futures were shaped.

I worked my way up to the C-suite, into a global role.

For a long time I believed what most high performers believe. Work hard. Deliver. Be loyal. Let your results speak for themselves.

But results don’t always speak. Sometimes other people speak for them.

Three ways I learned it

I played the games to get where I got. I am not describing any of this from the outside.

I watched them played on other people — capable, well-reviewed, repeatedly overlooked, by decisions that had been made before the meeting began. That is where I learned that being respected, being liked and being backed are three different things.

And they were played on me. It cost me sleepless nights and a backwards move I did not see coming. At the time I could not tell the difference between ordinary organisational friction and a deliberate move being made against me. Nobody had explained it. It was not secret — it was simply unwritten.

High performance did not save me.

What came of it

I started naming them. The games. The drivers underneath the games. The roles people take without choosing them. And the errors we make reading other people — and reading ourselves.

That became The Invisible Games of Corporate Power™.

Read. Name. Move. Evidence, then diagnosis, then choice.

What I have spent thirty years doing

I have mentored hundreds of people and sponsored many of them into bigger roles.

Almost none of those conversations were about performance.

They were about reading what was actually happening, naming it accurately, and choosing a move — so that capable people thrive in their careers and in business, rather than quietly stalling while doing excellent work.

Why this exists

Most people take responsibility for other people’s behaviour. Something happens, and they run the analysis on themselves rather than on the room. I did it for years.

What people do to you is a report on them, not a verdict on you.

I built this system so you are ahead of it — rather than working it out slowly, afterwards, and at your own expense.

The record

Thirty years of it, written down.

Operating

Ten years of sustained above-average team survey scores. Hundreds mentored, and many sponsored into greater responsibility. A global team built deliberately, from talent other people had overlooked.

Commercial

Twenty-six years in supply chain and procurement, deciding which suppliers won the contract. An export operation moving 600 products into 24 markets.

Recognition

Supply Chain Executive of the Year. Harvard Business School, Advanced Management Program. Advisory work with the Global Fund. 65+ stages over fifteen years.

Everything I worked out, I worked out alone, slowly, and at a cost.

I did not want the next capable person spending thirty years reverse-engineering something that could be handed to them in an afternoon.