If you’re new to coaching, or we don’t know each other, knowing about the kind of clients I’ve worked with in the past might help you decide whether I’m the right fit.

Coaching confidentiality requires that names of individuals and the organisations they work for are withheld. Each case study outlines client needs, solutions and success.

Managing Director

Highly respected self-starter promoted to senior role responsible for UK business in a global technology firm, transitioning to a new managerial identity amongst peers.

Needed: to develop communication, delegation and time management skills; authentically inhabit new role.

Actions: challenged assumptions around stereotypical leadership styles; introduced sophisticated management skills that empowered direct reports; ring-fenced time for strategic thinking; designed and implemented legacy planning.

Success: empowered direct reports to develop their own solutions; redefined boundaries, perceptions and relationships with peers; developed future business strategy; implemented legacy planning.

University Administrator

An experienced senior university administrator struggling to consolidate lifelong coping strategies within a radically restructured and modernised department. 

Needed: to reflect on personal and organisation values; vision a future personal, local and organisation strategy; explore, design and implement workload management methods; offload.

Actions: identified how he had changed within a familiar yet radically changing environment; articulate a six-month personal strategy including career goals; design plan to realise strategy; identify personal motivations and limiting beliefs no longer supporting increasing workload.

Success: prioritised workload; implemented new working practises that redressed work-life balance; identified and pursued future working opportunities.

TV Production Executive

A goal-oriented results-driven production manager with many years of experience in the TV production world sought coaching to enhance her personal brand and develop the next phase in her professional life: a leadership role at the BBC.

Needed: to identify how her existing role was meeting her needs and why she wanted to develop further; what the blocks were to her pursuing her goals; understand her changing outlook in the organisation; interrogate what leadership meant for her.

Actions: discussed values and needs, and examined how organisational values were aligned; combatted self-limiting beliefs fuelled by gender identity; discussed differing leadership styles and honed personal strategy.

Success: secured place on BBC Women in Leadership Fellowship; assumed senior role in BBC Da designing and implementing organisation strategy for newly-formed commercial entity BBC Studios.

Content Director

Newly appointed content director managing newly-formed team based on split-sites across the south-east of England. Struggles to get buy-in from his manager for strategic vision. Unsuccessful at implementing change across team. 

Needed: to step back and understand what the physical and personal dynamics were driving his lack of success; find new ways to get buy-in from stakeholders and team; build self-confidence;

Actions: examined what was successful so far; identified beliefs and behaviours that were both helping and hindering assertiveness; replayed team/manager interactions to find more beneficial outcomes.

Success: greatly enhanced levels of self-confidence; happier and more productive team; promoted to Digital Content Director for the whole of the south of England.

News Editor

Senior news editor commissioning content for a flagship BBC news programme, finding the introduction of a radical new editorial strategy difficult to align with long-held beliefs and established working practices. Strained relationships with new manager and other team members.

Needed: time to consolidate thoughts and feelings in relation to organisational change; raise awareness around the part he played in strained relationships in the team; identify how he could contribute to the new environment.

Actions: confronting personal beliefs and understanding how these fuel a toxic workplace environment; take responsibility for a new way of working; looks for ways to build new relationships with line manager; acknowledge the extent to which the environment needs to change to sustain his part in it.

Success: designed and created a new role for himself within the news team; now responsible for the implementation and subsequent success of digital content published in parallel with the live programme; promoted to Programme Editor.

Orchestral Director

Former player assumed the salaried position in the management of an international orchestra. Likeable, empathetic individual seeking to satisfy the differing needs of the workforce. Demands of the role are impacting on homelife. 

Needed: space to articulate the many stresses and strains of the role as he saw them; specific tools and strategies to implement significant change and reclaim valuable time to spend with his young children

Actions: adopt a different perspective on familiar day-to-day interactions with workforce and critical assess how his present strategy is benefitting the organisation, the individual, and himself; introduced basic coaching skills to use in everyday interactions with musicians. Accountability provided.

Success: unsolicited conversations with orchestral personnel made more productive, empowering complainants to take action, find and implement solutions themselves; time freed-up to spend time on strategy and worklife.