Senior teams and the leaders beneath them, at turning points

Senior teams get tested when the ground moves. A sale on the horizon, a merger to absorb, a new chief executive, a promotion round that quietly changes who is in charge of what. The work carries on. What stops working is how the team decides, disagrees, and holds each other to things.

The senior team feels it first, but it’s the thirty or forty leaders underneath them who decide whether the change actually lands. Most of my work is building that layer: designed programmes running over months, so a whole tier of leaders learns the same habits at the same time. The rest is coaching the senior team itself through the transition, and the individuals carrying the most weight in it.

I’m a former HR Director, OD consultant and executive coach, trained in humanistic counselling and Gestalt psychotherapy. I’ve run a post-acquisition integration from inside the business, 200 people across twelve countries, reporting to the chief executive. Twenty years of this, mostly with professional partnerships and organisations that answer to a mission rather than a market.

Most people either understand organisations or understand people. I do both.

I’ve led change inside complex organisations, and I work with what sits beneath performance: patterns, power dynamics, avoidance, conflict, and the emotional load of leadership.

That’s why clients bring me in when the stakes are high and change needs to land properly.