I’m fascinated by why people do what they do — especially when even they don’t quite understand it.
I coach high-performing professionals and emerging leaders who want to understand why they think, feel and respond the way they do — particularly when those responses are affecting their confidence, communication, relationships or leadership.
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There has always been a little hippy in here somewhere.
When I was first interviewing for welfare and public-service roles at the tender age of twenty-ish, I was often asked why I wanted to do that kind of work.
My answer was always some version of: “There’s a little hippy inside me that just wants whatever I do with my life to benefit the world around me.”
That still sits at the heart of what I do.
My career has moved through welfare, public service, HR, people management, learning and development, leadership development and adult learning. Different environments, but the same fascination kept showing up: people.
Why do intelligent people avoid conversations they know they need to have? Why does criticism sometimes feel disproportionately threatening? Why do we repeat a behaviour after we have already recognised that it is not helping us?
Calm. Structured. Direct.
I will not tell you how to live your life, but I also will not sit there politely nodding while we circle the same issue forever.
We look at what is actually happening — including the uncomfortable bits — and explore the emotions, assumptions, patterns and behaviours shaping the situation.
Because decisions are rarely driven by logic alone. People choose through emotion, fear, values, pressure, habit, confidence and the stories they are telling themselves.
My job is to help you see those drivers clearly enough to have more choice over what you do next.
People, behaviour, communication and practical change.
My background spans learning and development, people management, HR, welfare, public service and adult learning. That gives my coaching a practical understanding of what happens when personal patterns meet real workplaces, relationships, responsibilities and pressure.
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“The aim is not for me to become the expert on your life. It is for you to become increasingly able to understand and lead yourself.”