Coaching senior teams and leaders 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.

I work with chief executives, people directors and leadership teams at those points, and with the wider leadership population underneath them. Sometimes that means coaching one senior team through a specific transition. More often it means a designed programme running over months, building the same habits across forty or fifty managers at once.

I’m a former HR Director, OD consultant, executive coach and Gestalt-informed therapist. 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.