How I work

with my clients

Just as every challenge faced by a leader or team is subtly different, unique to them, so every solution I provide is unique. There's no such thing as an off the shelf package.

By taking time to listen to my clients and understand their unique circumstances and challenges, I’m able to step into their world and see things through their eyes. This enables me then to step back and act like a mirror, sharing the themes and patterns I’ve observed. I work with my clients to craft an approach that will enable them to progress, to become unstuck. My aim  is to make myself redundant – building the capability in the leader of team to self correct in the future. Sustainable long term improvement is always the ultimate aim.

What my clients say

Previous clients include:

1:1 and Team Coaching

Coaching is not another name for therapy. It isn’t telling someone nicely what they should do.

Inclusion and Belonging

There are many reasons why inclusion and belonging should matter to companies.

Leader as Coach

As a leader, you need to be able to access a wide spectrum of approaches, from having the right answers to having the right questions.

If my way of working resonates with you, let’s chat

Examples of Recent Assignments

  • A senior partner in a large firm of solicitors, who consistently exceeded targets, but intimidated her team. 360 feedback at the end of the programme revealed a dramatic turnaround – “I look forward to coming to work now”
  • A senior lawyer in an investment bank had been passed over for promotion because she was unapproachable. By the end of the coaching programme she had received a significant promotion.​
  • A Deputy MD in an international bank, who had been told he could progress no further because of his ineffective relationship with his colleagues, became MD shortly after finishing the coaching programme.​
  • A Senior Sales Director in an international bank, consistently exceeding sales targets, but considered to be less focussed on the detail. Received a large increase in role and scope by the end of the coaching programme.
  • Senior Programme Manager in a global bank was battling to build effective working relationships with her colleagues, following a recent promotion. She quickly developed much stronger relationships, without compromising on her own authenticity and approach to leadership.
  • Regional Director in a global manufacturing company, who was finding it difficult to identify his next career move. Gained a much clearer insight into what motivates him, and is currently transitioning into a completely different role.
  • Washington Mandela Young African Entrepreneur Foundation – worked with ten young leaders selected by the White House enabling them to translate their business plans into tangible actions. ​

Let’s get to know one
another…

I believe that we each have the answers to our challenges already. My role is not to provide new answers, but rather to help others to step back from their situations, to see patterns and to identify the actions required to enable them to progress. My aim is to make myself redundant as a coach, because I have enabled the leaders I work with to coach themselves going forward.