Recent Projects
Case Studies
Challenge
The CEO of a major retail organisation was struggling to get the best out of his management team. Instead of stepping up independently, his team waited for him to make every decision and simply carried out his instructions. He wanted to understand how to lead differently — and more effectively.
Outcome
At the heart of the issue was a highly directive leadership style, compounded by intimidating behaviour — raised voices, slammed doors — that left his team walking on eggshells. I worked with the team to strengthen their confidence, build collaboration, and develop a more proactive mindset. In parallel, I worked with the CEO on his own leadership approach. Together, we created the space for both sides to express their needs and expectations openly. Today, the team works together with maturity and mutual respect, with attention to both results and relationships.
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Challenge
A Marketing Director at a world-renowned brewery was relocating from the US to Europe to build a brand new team from scratch — nine nationalities, one shared mission. He came to coaching wanting to develop a compelling leadership narrative that would bring this diverse group together from day one.
Outcome
We worked on crafting the story of his Leadership Journey — where he'd come from, what he believed in, and where he wanted to take the team. By articulating what he expected from his people and what he could offer them in return, he made a meaningful shift: from being the high-performing individual who got things done, to becoming the leader who helped his people shine.
Challenge
The HR Senior Vice-President of a US-based company had developed a reputation for being, to put it plainly, very difficult to work with. His abrasive manner had worn thin across the organisation, and the CEO knew something had to change. The SVP's deep expertise and track record kept him in the role — but his interpersonal impact was becoming untenable.
Outcome
Our work together started with an honest conversation: many people found him hard to deal with, and I asked him directly why he seemed comfortable with that. It became clear that he measured others against his own exceptional knowledge and experience — and found them lacking. He was used to being the smartest person in the room, and frustrated that others didn't recognise it.
Through coaching, we explored his worldview, his sense of identity, and the legacy he actually wanted to leave behind. Could his expertise become a gift to others rather than a weapon? Could he support people to grow instead of making them feel inadequate?
Gradually, he came to understand that his frustrations and reactions were his own responsibility — not something others imposed on him. He began to shift: more supportive, less combative, occasionally even warm.
It took time for those around him to trust the change, so I involved peers and team members in the process, giving them a voice and a role in the transition. A year on, he had genuinely transformed — and earned the goodwill of the people around him. The hard work was entirely his. I was simply there to support him — and to give him a nudge when he needed it.
Challenge
A CFO I had previously coached on leadership came back to me through his HR manager — not with a business challenge this time, but a deeply personal one. He had received a potentially life-threatening diagnosis, and while it fell outside the traditional scope of executive coaching, he asked if I could help him navigate this new reality. It was affecting every part of his life.
Outcome
This was some of the most significant coaching work I've done. Drawing on the grief framework described by Dr. Elisabeth Kübler-Ross in On Death and Dying (1969), we worked through each stage honestly and carefully. We explored the legacy he wanted to leave — both professionally and personally. We sat with the difficult "what if" questions rather than avoiding them. In doing so, he found a sense of peace and acceptance that allowed him to show up for his family, friends, and colleagues with real warmth and presence.
A Few Thoughts
No two coaching engagements look alike, and outcomes are rarely predictable at the outset. But one thing I've come to know with certainty: after three sessions, all coaching — whether executive, business, or life — becomes personal. It always comes back to you: who you are, where you are, and what matters most right now.
My role is to walk alongside you for a while, helping you find the clarity, purpose, and direction to continue your journey on your own terms.