My Services
Results
The impact of this work is rarely the result of one conversation. It’s the cumulative effect of better decisions, clearer priorities, stronger relationships and leaders who stay effective under pressure.
Rather than publish case studies, this page shows the kinds of organisation I work with and what the work has looked like.
Who I work with
Senior leaders, leadership teams and people directors in organisations of 200 to 5,000 people, and larger organisations with complex operating models. My clients span:
Professional and financial services
Consumer and retail
Healthcare and charities
Engineering, energy and technology
Membership bodies and purpose-led organisations
What the work has looked like
A national accountancy group
Has run the same leadership development programme five times over four years to grow its next generation of advisory partners: a psychometric profile and 360, six face-to-face modules over nine months, and a pitch to the board at the end. Leadership development
A national children’s charity
Needed a programme for sixty senior leaders that could absorb a values framework launching part-way through. Six cohorts over eighteen months; the charity came back four years later for a second wave covering ninety more. Leadership development
A global professional body
With 1,800 people in 36 countries, turned its values into behaviours, rebuilt its leadership capability framework and development offer, ran a 360 for its 34 most senior leaders, and took team coaching for its executive and four senior teams. Leadership and people management became the two strongest drivers of engagement. Organisational consulting
A national charity’s operational leadership group
Had five heads of department who’d worked alongside each other for years without ever operating as one leadership team, and a new permanent leader arriving in the autumn. A diagnostic conversation with each head and a thematic synthesis, three half-day sessions for the five to turn the page on old patterns, then a fourth session once the new leader was in post to form the team around them. Team coaching
An education business with a new chief executive
And a possible sale around three years out, committed to six team days across the three years, paced to the business rather than the calendar. The first day used Insights to build a shared language and put the three-year horizon and the sale directly on the table; each day after builds on the commitments made at the last, with the final stretch shaped around what a buyer will scrutinise. Team coaching
A founder-led consultancy
With seven current and future leaders, started with a diagnostic conversation with each, a synthesis to the people team, and two half-day workshops with individual coaching between. Leadership development
How I measure impact
Depending on the assignment, impact can be evidenced through a combination of:
Client-defined success measures agreed up front
Qualitative feedback from leaders and stakeholders
Pre and post programme reflections and pulse surveys
Observation of team meetings and decision-making
Relevant organisational indicators
A note on confidentiality
In many assignments, the value comes from candid, high-trust conversations. For that reason, I do not publish detailed case studies publicly. I am happy to share anonymised case examples and references as part of a tender process or a private conversation.
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