About Guinevere Ellis
Her work is built around a simple but confronting idea: you cannot create a fundamentally different life while remaining the same person who created your current one. Drawing on decades of experience across finance, insolvency, leadership, psychology and human behaviour, Guinevere helps entrepreneurs, executives and high-performing professionals identify the invisible assumptions, identity patterns and “False Logic” that quietly limit their income, decisions and opportunities.
Her approach moves beyond motivation and positive thinking. Instead, she shows people how to act before confidence arrives, challenges the supposedly sensible rules keeping them stuck, and becomes the person capable of creating a new level of success. Her clients have achieved significant shifts, including growing from zero to £2.5 million, scaling from £1 million annually to £1 million monthly, and moving from employment to raising £10 million in funding.
Guinevere’s own story is central to her work. As a sole parent, she rejected the belief that she had to choose between being present for her children and building a global business. She went on to create a seven-figure company while working primarily during school hours and serving clients around the world.
Through her work, Guinevere challenges ambitious people to stop waiting for belief, certainty or perfect circumstances -and start making the decisions that allow a different future to become possible.
Latest video
PODCAST - EPISODE 4: SELF-IMAGE AND MONEY.
Key topics
The reason your strategy is not working may be that it was designed for a future version of you but is being executed by your current identity
Most people try to change their income, business, relationships or circumstances by adding another strategy to the same identity. They set larger goals, adopt new routines and consume more information, but the person making the decisions remains largely unchanged. When the pressure rises, they return to the same beliefs, emotional responses and behavioural patterns that created their current results. Guinevere challenges the assumption that transformation begins with better tactics. Sustainable change starts when someone recognises the identity operating beneath their choices: what they believe they deserve, what feels safe, how visible they are willing to become and which opportunities they instinctively accept or reject. Until that identity changes, even the best strategy will be filtered through the same internal rules. She can explore why people frequently know exactly what they should do but remain unable to do it consistently. The problem is not always discipline or motivation. Their desired behaviour may conflict with the person they currently believe themselves to be, causing procrastination, self-sabotage or a return to familiar levels of success.
Your dream life may not be impossible. It may simply be incompatible with the comfort you are still protecting.
People often describe an extraordinary future while continuing to protect the habits, relationships, routines and emotional safety of their present life. They want greater freedom, income or impact, but also want to avoid uncertainty, judgement, rejection and disruption. The tension is not necessarily between success and failure; it is between the future they say they want and the comfort they are unwilling to surrender. Guinevere can unpack the difference between being interested in an outcome and being committed to it. Interested people take action while it remains convenient. Committed people make decisions that reflect the future they have chosen, even when those decisions temporarily create discomfort, confusion or risk. Comfort rarely announces itself as fear. It sounds sensible. It tells people to wait for the right time, gather more information, preserve every option or choose a goal that feels more realistic. This is why ambitious people can remain stuck while appearing responsible and rational.
Your biggest limitation probably does not sound like fear. It sounds like a perfectly reasonable fact.
The most damaging beliefs are rarely the ones people recognise as beliefs. They are the conclusions experienced as objective facts: the market is too crowded, there is not enough time, clients must know and trust them before buying, growth requires a large audience, or success will inevitably cost them their family life and freedom. Guinevere calls this False Logic reasoning that sounds intelligent and evidence-based but is actually built from a person’s current identity, previous experiences and unquestioned assumptions. Because it feels rational, people do not investigate it. They organise their decisions around it and then interpret the results as further proof that the assumption was correct. For example, someone who believes they need a large audience before making meaningful sales may avoid direct conversations, delay making offers and focus entirely on growing their visibility. When sales remain low, they conclude that the audience is still not large enough. The original belief creates the behaviour, the behaviour creates the result, and the result appears to confirm the belief. False Logic can influence money, leadership, visibility, relationships and opportunity. It explains why sophisticated people can be especially effective at defending their limitations: they do not present them as fears, but as carefully reasoned conclusions.
View all topics →
Latest video
PODCAST - EPISODE 4: SELF-IMAGE AND MONEY.
Key topics
The reason your strategy is not working may be that it was designed for a future version of you but is being executed by your current identity
Most people try to change their income, business, relationships or circumstances by adding another strategy to the same identity. They set larger goals, adopt new routines and consume more information, but the person making the decisions remains largely unchanged. When the pressure rises, they return to the same beliefs, emotional responses and behavioural patterns that created their current results. Guinevere challenges the assumption that transformation begins with better tactics. Sustainable change starts when someone recognises the identity operating beneath their choices: what they believe they deserve, what feels safe, how visible they are willing to become and which opportunities they instinctively accept or reject. Until that identity changes, even the best strategy will be filtered through the same internal rules. She can explore why people frequently know exactly what they should do but remain unable to do it consistently. The problem is not always discipline or motivation. Their desired behaviour may conflict with the person they currently believe themselves to be, causing procrastination, self-sabotage or a return to familiar levels of success.
Your dream life may not be impossible. It may simply be incompatible with the comfort you are still protecting.
People often describe an extraordinary future while continuing to protect the habits, relationships, routines and emotional safety of their present life. They want greater freedom, income or impact, but also want to avoid uncertainty, judgement, rejection and disruption. The tension is not necessarily between success and failure; it is between the future they say they want and the comfort they are unwilling to surrender. Guinevere can unpack the difference between being interested in an outcome and being committed to it. Interested people take action while it remains convenient. Committed people make decisions that reflect the future they have chosen, even when those decisions temporarily create discomfort, confusion or risk. Comfort rarely announces itself as fear. It sounds sensible. It tells people to wait for the right time, gather more information, preserve every option or choose a goal that feels more realistic. This is why ambitious people can remain stuck while appearing responsible and rational.
Your biggest limitation probably does not sound like fear. It sounds like a perfectly reasonable fact.
The most damaging beliefs are rarely the ones people recognise as beliefs. They are the conclusions experienced as objective facts: the market is too crowded, there is not enough time, clients must know and trust them before buying, growth requires a large audience, or success will inevitably cost them their family life and freedom. Guinevere calls this False Logic reasoning that sounds intelligent and evidence-based but is actually built from a person’s current identity, previous experiences and unquestioned assumptions. Because it feels rational, people do not investigate it. They organise their decisions around it and then interpret the results as further proof that the assumption was correct. For example, someone who believes they need a large audience before making meaningful sales may avoid direct conversations, delay making offers and focus entirely on growing their visibility. When sales remain low, they conclude that the audience is still not large enough. The original belief creates the behaviour, the behaviour creates the result, and the result appears to confirm the belief. False Logic can influence money, leadership, visibility, relationships and opportunity. It explains why sophisticated people can be especially effective at defending their limitations: they do not present them as fears, but as carefully reasoned conclusions.
View all topics →