Services
How I Can Help
Leadership Advisory
Organisations rarely fail because of a poor strategy. They fail because leadership is not equipped, aligned, or empowered to deliver it. Closing that gap is at the heart of my leadership advisory work.
I work with senior leaders and organisations to strengthen leadership capability and align it with what the business is actually trying to achieve. This means getting clear on what great leadership looks like in your specific context; not a generic framework, but a genuine understanding of the behaviours, mindsets and capabilities your leaders need to drive performance and deliver your strategic ambitions.
My advisory work typically spans three areas.
Helping organisations define their leadership expectations — articulating clearly what is required of leaders at every level, and ensuring those expectations are meaningful, credible and connected to the business strategy.
Shaping the leadership strategy with key stakeholders to build a clear plan for how leadership capability will be developed, measured and sustained over time.
Supporting leaders and organisations through complexity and change, helping them navigate transformation, manage competing priorities, and lead with clarity when the environment is demanding and uncertain.
Having spent over two decades advising organisations at the most senior levels, both in-house and as a consultant, I bring both the rigour of an organisational psychologist and the practical understanding of what it takes to lead and deliver from the inside.
My work is grounded, practical and focused on what will actually make a difference.
A range of people and organisational-related services to help leaders and their teams move forward with confidence.
Team Effectiveness
Many organisations invest heavily in developing individual leaders. Whilst important, far fewer invest in how those leaders work together as a collective, a critically important variable in whether an organisation succeeds or struggles.
I work with executive teams and senior leadership groups to improve how they function as a unit. My starting point is always the same: what is it that only this team can do, together? Answering that question clearly, and building a unique shared purpose for the team is the foundation of everything else. From there, my work focuses on the areas that most directly shape team performance.
How well does the team communicate and make decisions?
What are the unspoken dynamics that slow things down or create friction?
How well do team members operate as genuine enterprise leaders?
What are the specific conditions (e.g. trust, accountability, psychological safety, clarity of roles) that this team needs to operate at its best?
My approach is practical and grounded in the real work the team is doing. I do not just facilitate a one-off away-day. I work alongside teams over time, helping them build better habits, have the conversations that matter, and develop the collective capability to lead effectively in high-stakes, complex environments.
This work is relevant at any stage, whether a newly formed team finding their feet, an established team looking to raise their performance, or teams navigating significant change or transition. In every case, the goal is the same: a leadership team that thinks clearly, decides well, and leads together with shared purpose and accountability.
Leadership Development
Leadership Development
Leadership development is often well-intentioned, but ultimately lacking the impact back at work where the change is really needed.
My approach to leadership development is grounded in a simple belief: capability only grows when development is connected to the real challenges leaders are facing, not delivered in isolation from them. I believe work is learning, and learning is work - the two must co-exist together for development to happen.
That means designing experiences that are stretching, relevant and practical, and equip leaders to operate with greater confidence and effectiveness in the complex, fast-moving environments they actually work in.
I design and deliver leadership development across a range of formats and levels. This includes end-to-end leadership programmes for cohorts of senior or high-potential leaders, targeted interventions to address specific capability gaps, and bespoke development experiences designed around the strategic priorities of the organisation.
My work draws on over two decades of experience designing and delivering leadership development at scale, including leading the enterprise leadership agenda for more than 9,000 leaders at Lloyds Banking Group and delivering programmes across multiple sectors, nationally and internationally, through Korn Ferry. I bring both the scientific rigour of an organisational psychologist and the practical insight of someone who has led from the inside so I understand and can empathise with what leaders actually need.
Whether you are building leadership capability from the ground up, developing your next generation of senior leaders, or equipping your current leadership population to deliver a major strategic change, I can help you design and deliver something that genuinely makes the difference.
Executive Coaching
I always say “it’s lonely at the top”! Leadership is genuinely one of the most demanding and isolating roles there is. The higher you go, the more complex the challenges become, the fewer people you can speak to with complete candour. At the same time, the greater the pressure on you to have the answers, even when the situation is genuinely unclear. In amongst all that, your leadership impact ripples further than ever before.
This is why great coaching matters so much. Not as a remedial intervention, but as a serious investment in the leader and the leadership they are providing. The most effective leaders I have worked with are not those who think they have nothing left to learn; rather, they are deeply committed to understanding themselves better and leading with greater intentionality.
I coach executives, senior leaders and high-potential talent at pivotal moments in their leadership journey. This includes leaders stepping into significantly more complex or senior roles, those navigating major organisational change or transformation, leaders working through specific performance or relationship challenges, and those who simply want to operate with greater clarity, confidence and impact in demanding environments.
My coaching style is warm but direct. I will ask the questions that need asking, offer honest perspective when it is useful, and challenge assumptions that may be limiting progress. At the same time, I understand that effective coaching is built on genuine trust - I take this seriously and invest deeply in what’s required to build solid foundations through the coaching relationship. The conversations we have will be confidential, deep, and purposeful.
As a Chartered Occupational Psychologist with deep experience of leadership in complex organisations, I bring both psychological insight and real-world credibility to my coaching. I understand the pressures my clients face because I have worked at that level myself. I believe this combination of rigour and relatability is what makes the difference between coaching that feels good in the room, and coaching that genuinely enables you to make the changes and progress you desire from the coaching.
I also have particular expertise coaching under-represented talent, supporting individuals to navigate the specific and often unspoken challenges or “headwinds” they face at work. My work focuses on helping them be more intentional, build confidence, and take agency in how they move their career forward.
