Leadership Coaching
For leaders whose work is asking something more of them
You have built a serious career. You know what you're doing.
And yet the work in front of you now is asking for something different – usually something relational. A team conversation that won't quite land. A stakeholder relationship that takes more out of you than it should. A version of yourself you can sense but not always inhabit.
This is not a deficit.
It is the threshold most senior people reach when the demands of their role outgrow the strategies that got them here.
What helps at that threshold is rarely more advice or another technique. It is a space to think clearly, to notice what is actually happening, and to find your own authority, your own presence, in the midst of it.
What we work on
The shape of the work is yours to set. People often bring some version of these:
· The relational edge of leadership – difficult conversations, team dynamics, draining stakeholder relationships
· The transition into broader responsibility, where what worked before no longer does
· Sustainable leadership – recognising burnout, finding a way of leading you can carry
· The quieter questions of authority, presence, and what this chapter is for
· The long-standing patterns that show up under pressure
How we work
We meet for an extended engagement – typically across six months – long enough for something to settle, shift, and become yours. Sessions move between indoor and outdoor settings depending on what the work needs; some of the most useful thinking happens out walking. Most clients combine in-person and online sessions to suit their life and work.
The work is shaped by who you are and where you are, not by a curriculum. I bring what is useful – EQ-i and 360 assessments when it sharpens the picture, frameworks from attachment theory and parts work when patterns ask to be understood, a systemic lens when much of what's making things hard is outside you, not inside you.
None of these is the point. The point is the quality of attention we bring to your unique situation. And to the relational space we create together.
What I bring to it
Seventeen years in international corporate roles before going independent, plus over a decade of consulting and team development running alongside my coaching practice. Marketing director roles across Central and Eastern Europe, building teams, launching brands, sitting on management groups, leading my own. I know the world you’re operating in from the inside, and I know how its pressures shape the people inside it. That experience sits quietly alongside the coaching; it isn’t the work, but it means things rarely need explaining twice.
Over 1,500 hours of coaching since then, with senior people across sectors – from engineering, technology and finance to health, charity and creative leadership. I qualified more recently as a coaching supervisor (International Centre for Coaching Supervision - ICCS). That work has sharpened how I attend to the relational field – and it comes back into the coaching room.
Who I’m drawn to working with
Two things have always pulled me toward this work: complexity, and people whose work serves others. The leaders I most enjoy working with tend to combine both – holding responsibility that matters, in environments where the picture is rarely clear or tidy. What unites them is that the work is asking more of them than their competence alone can deliver.
Two ways the work begins
When you commission your own coaching, we start with a conversation. If it feels right on both sides, we move into a discovery session and design the engagement from there.
When your organisation is sponsoring the coaching, the contracting is multi-way: you, me, and whoever is commissioning or sponsoring. We agree from the outset what is confidential and what is reported back, so the coaching relationship remains yours while honouring what the organisation needs.
Begin with a conversation
Thirty minutes, no charge, no obligation. A chance to describe what's live for you and see whether this is the right kind of support.