I’m an Associate Certified Coach (International Coaching Federation) and Associate Organisational Coach with the Institute of Executive Coaching and Leadership (IECL).

I use a strengths-based, whole systems approach when coaching. I combine this with evidence-based research and practices from narrative coaching and positive psychology. I invite coaching counterparts to engage in reflective, yet challenging conversations.

Why coaching?

Organisational coaching is a series of goal-focused structured conversations with measurable outcomes that help the coaching counterpart to enhance their performance. Coaching conversations identify the strengths and challenges of the counterpart through deep listening and powerful questioning.

By linking individual concerns and aspirations with organisational agendas, the conversations serve to improve organisational effectiveness. Effective coaching drives new thinking and gets the counterpart to act on it.


Coaching is different to training where the trainer leads, guides, instructs and may offer solutions or advice. It is also distinct from mentoring whereby the mentor shares knowledge, skills and experience.

What do we talk about?

Coaching sessions should focus on issues related to the workplace, but not to the exclusion of the many inter-personal and intra-personal factors that may impact on work performance. 

It’s necessary for the coach and counterpart to discuss issues that may be seen as personal. These issues may include beliefs and feelings that the counterpart holds about themselves and the world, and how these factors may impact on their performance at work.

Top level outcomes

Typical outcomes for people who commit to organisational coaching include the following:

  • Improved leadership skills
  • The ability to think strategically in terms of outcomes and capability to deliver those outcomes
  • The ability to maximise goal setting skills to prioritise and manage time effectively
  • Improved delegation skills
  • Increased knowledge and insights into themselves and their organisation which allows them to become more flexible and versatile
  • More advanced communication skills – maximise verbal and non-verbal interations, listen, provide valuable feedback (especially praise), and effectively manage “fierce communications”, understand, predict and alter patterns of communications.

My areas of expertise

  • Coaching high potential talent as part of a development program
  • Coaching for enhancing performance and wellbeing
  • Coaching for developing communication skills
  • Coaching as part of a leadership development program
  • Facilitating Leader as a Coach programs
  • Mentoring skills training and facilitating

Recent Engagements

Senior Investment Specialist, Asian bank – coaching helped the counterpart improve how she was communicating with her team.

Associate Director, global edtech company – coaching conversations helped develop his leadership skills

Director, economic think tank – coaching helped to improve her delegation skills leading to more effective work practices and work-life balance.

Executive Directors in the tech division of a global investment bank – I facilitated a series of Leader as a Coach sessions to help them adopt a coaching approach to their leadership skills.

Senior leaders, global software maker – Developing mentoring skills program helped them to have more robust mentoring conversations.