About Me

I work with senior executives and professionals navigating the challenges, decisions and transitions that shape their careers — helping them succeed, and stay successful.

Professional success brings opportunities, but also challenges that are not always easy to anticipate. New responsibilities, changing relationships, career setbacks and significant transitions can all require us to reconsider established ways of thinking and working.

These challenges can be particularly difficult to navigate when expectations are high and there are few people with whom we can discuss our uncertainties openly.

I provide a confidential, independent space to explore these situations, question assumptions and develop a way forward.

People seek coaching for many reasons, but often it is a particular challenge or transition that prompts them to step back, reconsider their approach and decide what comes next.

You've been promoted, joined a new organisation or taken responsibility for a team. Taking on greater responsibility brings new opportunities, but often unfamiliar challenges. Changes in role, relationships and expectations can require us to reconsider established ways of thinking and working.

Perhaps you're now leading former colleagues, navigating unfamiliar relationships or facing expectations that require a different approach to leadership.

How do you establish yourself, build confidence and succeed in your new responsibilities?

Not every career challenge comes with a promotion.

You may have been passed over for a role you wanted, be struggling with a difficult colleague or find yourself caught in conflict within your team.

These situations can be unsettling, particularly when there are few people with whom you can discuss them openly.

Coaching provides an opportunity to explore what is happening, consider different perspectives and decide how best to respond.

Some of the most significant professional challenges arise when work and personal circumstances change.

Returning from parental leave, considering a new career direction or approaching retirement can raise questions about identity, priorities, confidence and what matters most.

Coaching offers space to reflect on those questions and make thoughtful decisions about the next stage.

Before becoming an executive coach, I spent much of my career in senior leadership roles in law and financial services.

I was a partner at Simmons & Simmons and subsequently a Managing Director and Head of Firmwide Legal at Goldman Sachs.

These roles gave me first-hand experience of the pressures and responsibilities of senior professional life: leading talented colleagues, managing complex relationships, making difficult decisions and balancing competing expectations.

I am a Henley-certified Executive Coach, a CEDR-accredited Mediator and an experienced Chair and Non-Executive Director. I am also a member of the Association for Coaching and a Hogan-certified assessor.

My studies in psychology at Oxford have added another dimension to my understanding of people, behaviour and leadership.

Alongside my coaching practice, I work as a mediator. This has given me particular insight into how conflict develops, why professional relationships become difficult and how seemingly intractable disagreements can be resolved.

The combination of senior leadership experience, psychological understanding, coaching and mediation informs an approach that is thoughtful, pragmatic and grounded in the realities of professional life.

I don't believe effective coaching is about providing ready-made answers.

My role is to help you think more clearly about the challenges you face, understand the assumptions that may influence your decisions and explore different ways of approaching difficult situations.

That involves listening carefully, asking questions and, when appropriate, challenging perspectives that might otherwise go unexamined.

My mediation experience is particularly valuable when coaching clients through difficult relationships or conflict. It helps me explore different perspectives, challenge assumptions and consider how apparently entrenched positions might be overcome.

I draw on established coaching approaches and psychological frameworks, and where appropriate use assessment tools, including Hogan.

But the starting point is always the individual and the particular circumstances they face.

Trust and confidentiality are fundamental to the coaching relationship. Our conversations provide a space to explore questions and concerns that can be difficult to discuss with colleagues or others within your organisation.

Coaching usually begins with an initial chemistry meeting, giving us an opportunity to discuss the challenges you're facing and decide whether we would work well together.

Engagements are tailored to individual circumstances, typically lasting between six and twelve months. We agree clear objectives at the outset and review progress regularly. Where coaching is commissioned by an organisation, we agree the objectives while preserving the confidentiality of our coaching conversations.

Sessions are primarily conducted face-to-face, providing time and space to explore current challenges, reflect on progress and identify practical ways forward.

The aim is not simply to address an immediate difficulty, but to help you develop the judgment, confidence and self-awareness to meet future challenges more effectively.

Although much of my work involves people taking on new leadership responsibilities, I also work with established senior executives who want to reflect on their leadership, navigate difficult situations or consider what comes next.

If you're considering coaching for yourself or someone in your organisation, I'd be pleased to have an initial conversation.