Divyanka Pillai

I spent a decade at Microsoft in roles that required exactly the combination of analytical rigour and strategic clarity that I now bring to this work. I led cross-functional product strategy, managed and mentored product teams, and worked directly with senior leadership on decisions with significant organisational and financial stakes.

I was good at it. I was also, for a significant part of that time, privately carrying the same question my clients carry: whether the path I was on was actually the one I had chosen.

That is not a coaching credential. It is something more specific: the lived experience of making a hard decision well, combined with the analytical background to help someone else do the same.

The people I work with are not struggling in the conventional sense. They are succeeding by every measure that their industries, their organisations, and often their families use to define success. The struggle is quieter and harder to name: a growing sense that the life being built does not quite match the person building it.

I built this practice because that problem deserves serious, rigorous attention. Not generic career advice. Not therapeutic reflection exercises. Not the kind of advisory work that asks good questions but leaves the analytical work undone. Most people who do this kind of work offer one or the other. The Margin Advisory is built to hold both at the same time.