THE PROBLEM
You already know the pattern.
A high performer gets promoted into management with a congratulations and a team, but no training. An experienced external hire, brilliant at her last company, is still struggling to land six months in. Your leadership program got good feedback on the day, and by Friday nobody could tell you what changed.
None of this comes down to talent. Leaders in transition are expected to perform before they’ve figured out the dynamics, and most can’t say out loud that they’re still finding their feet. So they figure it out alone, and the cost shows up in engagement, retention, and team performance.
THE APPROACH
Coaching in Context
Most leadership development happens in a vacuum, with generic frameworks that ignore the culture, team dynamics, and politics your people are actually navigating. Whether it's a workshop or a coaching engagement, my approach starts with your environment.
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MAP THE LANDSCAPE
Before anything is delivered, I learn your context: your goals, your culture, what good leadership looks like here, and where your leaders are getting stuck.
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BUILD THE PLAYBOOK
Workshop content and coaching plans are built around your real environment, not lifted from a standard curriculum.
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APPLY IT TO REAL WORK
Workshops are interactive and grounded in the situations your people actually face. Coaching sessions blend coaching with practical mentorship, with written action plans and support between sessions.
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TRACK AND RECALIBRATE
Every engagement ends with a clear action plan, and ongoing work includes summary insights on themes and progress, while individual conversations stay confidential.
Ways to Work Together
1
Workshops
Interactive 60 to 90 minute sessions, virtual or in person, with a participant workbook and a post-session action plan.
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Your First 90 Days as a Manager: the foundations nobody teaches new managers, from building trust with former peers to giving feedback that lands.
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Confidence That Holds Under Pressure: building confidence that holds up in high-stakes rooms, under pushback, and under scrutiny.
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Managing Yourself: how a leader's state shows up in team performance, and what to do about it.
Workshops can be paired with follow-up coaching, so people have support applying what they learned in their day-to-day work.
2
Leadership Coaching
For organizations developing new managers, emerging leaders, or leaders stepping into bigger roles. Coaching can be set up two ways:
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For one leader: private coaching for someone in a high-stakes transition, sponsored by their manager or funded through a learning budget. I can provide whatever your L&D or finance team needs to approve it. [Price / link to private coaching]
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For a team or cohort: 3 to 6 months of individual and group coaching, with monthly summary reports for leadership and optional workshops.
A good fit for a group of newly promoted managers or a team going through rapid growth.
3
Speaking
Keynotes and conference sessions on leadership transitions, new-manager development, and confidence under pressure.
Ask about availability
Case Study:
Getting traction with senior stakeholders
Client: Sarah, Risk Manager at a UK Fintech
Engagement: The Shift, 8 weeks of coaching (4 sessions with Voxer support in between), funded through her employer's learning budget
The challenge
Sarah was struggling to get traction on the work she needed to move forward in her role. While some teams had bought into changes to improve risk management, others engaged her after there was an issue, instead of partnering with her to prevent one.
The approach
The work started before our first call. My onboarding questionnaire had Sarah thinking about her career and where she wanted to take it, so our sessions started from her particular context rather than a standard script. Together we looked at how the senior stakeholders at her company made decisions, and one insight reshaped her approach: someone's title and job description won't always match their top priorities. Sarah told me she works best with deadlines, so I built in accountability, following up on Voxer a few days after each session to check on the her next steps.
The results
Sarah now frames her asks around what matters to each senior stakeholder. In her words: "I now frame things differently when asking senior stakeholders for buy-in." That shift has helped her get the traction she needs in her role, and she rated the value of the coaching 10 out of 10.
"Something as simple as a person's job title doesn't dictate what their top priorities are. It allowed me to reconsider how I frame my asks at work and to get the traction I need within my role."
Sarah, Risk Manager
WHY ME?
I’ve been the leader in the room. I’ve led teams of up to 125 people across strategy, product, and operations, served as Chief of Staff to a Fortune 100 executive, and sat on the leadership team of a high-growth startup. I pair that experience with ICF coach certification and a Master’s in Organisational and Social Psychology from LSE.
That means the coaching is grounded in research and in what actually works inside real organizations, not theory from someone who’s never managed a team.
I've also designed and facilitated sessions for leaders at every level: senior leadership retreats as a Chief of Staff, creative team offsites as a Director of Product, and working sessions for startups.
Catherine
