Founder & Principal Adviser
Gareth Newbery
Gareth Newbery founded Newbery Advisory in 2026, following seven years at Baker McKenzie where he led People & Culture programmes across more than 30 EMEA offices and 5,000 employees.
His work has focused consistently on the organisational side of change: how leadership teams build commitment, how professionals change how they work, and how investment in people and technology translates — or fails to translate — into measurable business results. He has worked across law firms, professional services and complex multi-country organisations throughout his career.
He is a Prosci-certified change management practitioner and holds an MBA from Manchester Metropolitan University. He is not an AI technologist. His role is to make sure the human, behavioural and organisational side of AI adoption is properly addressed — the part that decides whether any of it pays off.
He lives and works in Madrid, and works with firms across the UK, Spain and EMEA.
Co-Founder & Business Director
Sofía Domínguez Ramos
Sofía Domínguez Ramos co-founded Newbery Advisory and leads business development, communications and client relationships, with particular responsibility for the Spanish market.
Trained as an architect, she began her professional career in London before returning to Spain to take on responsibilities in the management of property-holding companies and business assets.
Throughout her career, she has worked with law firms, advisers, financial institutions, suppliers and leadership teams, coordinating complex projects and translating business needs into clear, actionable decisions.
At Newbery Advisory, she brings together commercial judgement, structural rigour and a strong sensitivity to the client experience. Her role is to ensure that the firm maintains a clear, relevant proposition that remains closely connected to the real challenges facing the organisations it advises.
What people say
What those who know us professionally say
“A trusted advisor, and someone we relied on implicitly. He could talk to anyone, regardless of position or title — and gave them a trusting environment, and calm when there were storms.”
“Calm under pressure, hard-working, and able to provide strategic advice but also get his hands dirty — with a rare quality of matching confidence and humility.”
Evidence, not assumption.
We combine leadership and stakeholder evidence with structured methods — including workflow observation, capability and adoption assessment, and friction mapping — to build a picture of what is actually happening, not what people report. Low adoption is investigated as an operating condition, not labelled as employee resistance.
If we're not the right fit, we'll say so — and point you toward alternative routes rather than push a programme.