I help leaders navigate the moments that define careers – new roles, bigger teams, and the challenges that require more than a title change.
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Coaching for individuals stepping into new challenges and organisations investing in the leaders they want to keep.
The first 90 days are disproportionately important. What to prioritise, who to build relationships with, and how to establish credibility – without overplaying your hand.
Not rehearsing answers. Building a clear, confident narrative about who you are, what you've built, and why this role is the logical next move.
The skills that got you here are not always the ones that carry you forward. The mindset shift – and practical mechanics – of leading at the next level.
For leaders navigating complexity, culture challenges, or building something new. Grounded in what is actually happening – not what it says on the org chart.
Environments where people grow instead of repeating old patterns. Driving change without burnout. Teams that hold up under pressure.
The mindset shifts an AI-shaped reality demands. For leaders who want to stay ahead of the curve – not manage from behind it.
I have worked with smart, capable people who stepped into new roles, took on bigger teams, or found that the way they had always led was no longer working. The reasons are rarely obvious: hidden dynamics, old habits, unclear expectations, or simply the weight of a new environment. None of that means something is wrong with them. It means they need a clearer view of what is happening.
My role is not to tell them what to do. It is to help them see their challenge from a different angle — because when the right perspective opens up, growth follows naturally. I believe every person already holds the resources they need to move forward. Coaching is the process of uncovering them.
More than 20 years across sales, marketing, and technology – three continents, large global organisations, intense business environments with high stakes and constant change. I have run big teams, led high-performing organisations, and navigated the kind of dynamics that only come with scale: rapid turnover, competing priorities, and the pressure of delivering results while keeping people at their best.
That experience is not a footnote to the coaching – it is the foundation of it. I know what it feels like to be the one in the room who has to make the call. I know the gap between what leaders say in meetings and what is actually happening in teams. I have seen the patterns that derail talented people, and I have been close enough to the real work to recognise them quickly. Coaching has been a constant thread throughout all of it – not something I came to later, but something I have practised from the start.
I am Erickson Coaching certified, grounded in a solution-focused, strengths-based methodology that treats people as naturally creative and resourceful. I work with Birkman and Hogan personality assessments to give leaders a precise, evidence-based picture of how they show up under pressure – and where they have room to grow. The MIT Neuroscience for Business programme deepened my understanding of how the brain functions in high-stakes environments: how stress, cognitive load, and social dynamics shape decision-making in ways leaders often cannot see from the inside. Together, these give me a rigorous, multi-layered approach – grounded in methodology, informed by science, and tested across decades of real organisational life.