Case Studies

1:1 Coaching Projects

Team Coaching Projects

Executive Coaching For Clarity & Confidence

Financial Services

I partnered with a senior leader within a global financial institution who had recently stepped into a high-profile role during a period of significant cultural and organisational change. Whilst technically accomplished, they were experiencing increased pressure, self-doubt and challenges influencing senior stakeholders across a complex international environment.

Through a series of confidential coaching sessions, I created a reflective space where they could step back from day-to-day demands and explore the leadership habits, beliefs and assumptions influencing their effectiveness. Drawing on behavioural insight, psychological approaches and practical leadership development tools, we identified patterns that were limiting confidence, strategic influence and executive presence.

Together, we focused on strengthening stakeholder management, increasing resilience under pressure and developing a clearer, more authentic leadership style. Over time, the leader became more confident in navigating ambiguity, communicating strategic priorities and influencing across multiple levels of the organisation.

The result was a noticeable shift in leadership impact, with stronger stakeholder relationships, improved team engagement and increased confidence operating within a complex global environment.

Female Leader Promotional Support

Media Sector

I worked with a senior female leader in a creative media organisation who was navigating increased responsibility, greater visibility and the pressures of stepping into a more strategic leadership role. While highly capable, she was experiencing imposter feelings and found it challenging to influence confidently in senior-level discussions.

Through a series of coaching conversations, I created a reflective and psychologically safe space where she could explore her leadership identity, challenge limiting beliefs and reconnect with her strengths. Drawing on cognitive behavioural coaching, values-based leadership approaches and practical influence strategies, we examined the patterns that were holding her back and developed new ways of approaching key relationships and leadership situations.

Over time, she strengthened her confidence, developed a clearer leadership presence and became more effective at influencing stakeholders across the organisation. Colleagues noticed stronger communication, greater strategic contribution and a more assured leadership style.

The coaching enabled her to lead with greater authenticity while maintaining the creativity, empathy and collaboration that were central to her success.

Coaching For A Neurodivergent Professional

Technology Sector

I worked with a neurodivergent leader who was struggling with confidence, workload management and communicating effectively in a demanding organisational environment. Despite high levels of capability and expertise, they often felt overwhelmed by competing priorities and were finding it difficult to fully recognise and utilise their strengths.

Drawing on my experience coaching neurodivergent professionals across organisations including the NHS, civil service and manufacturing, alongside my own lived experience of dyslexia, I created a supportive space where the client could explore both the challenges and strengths associated with their neurodivergence. Together, we developed practical strategies for organisation, communication and managing cognitive load, while also building greater self‑awareness and confidence.

Over time, the client developed a more strengths‑based view of themselves, improved their effectiveness at work and became more confident in leading others. They reported feeling better equipped to navigate organisational demands and more comfortable bringing their authentic self to their role.

Team Insight & Alignment

FMCG - Marketing Directors

I worked with a marketing team in a global FMCG organisation who wanted to strengthen alignment, collaboration and clarity of purpose. The team had grown quickly and were preparing for a development centre, but were experiencing inconsistent communication, overlapping responsibilities and different expectations around ways of working.

I began with a behavioural and team diagnostic to understand their collective strengths, working styles and pressure points. This insight formed the basis of a facilitated development programme where the team explored how they collaborated, how decisions were made and where misalignment was slowing progress.

Through structured sessions, they built shared clarity around roles, improved communication flow and developed more intentional ways of working. By the end of the programme, the team reported stronger cohesion, clearer priorities and greater confidence heading into their development centre.

Collaborative Strategic Planning

Architect Firm Board

I worked with the board of a professional services firm who wanted to strengthen how they generated ideas, solved problems and made collective decisions. The group of ten senior leaders began with a diagnostic phase to understand their individual and group problem‑solving styles, communication patterns and areas of tension.

Using these insights, I designed a three‑stage development programme that combined team coaching with structured facilitation. The board learned how to use a shared facilitation process to explore challenges, generate ideas and reach clearer resolutions.

Over the programme, they developed more constructive dialogue, improved collaboration and created a more consistent, effective approach to strategic

problem‑solving.

Global Leadership Programme

Healthcare Sector

A global cohort of senior managers in a healthcare organisation engaged me to strengthen cross‑regional collaboration and leadership capability. We began with an intensive diagnostic module to build insight into leadership patterns, communication styles and team dynamics across different countries and functions.

Over six months, I facilitated group coaching as the cohort worked on live strategic projects linked to organisational priorities. Through this process, they developed stronger relationships, improved their ability to think collectively and enhanced how they collaborated across regions.

The programme culminated in a set of well‑formed recommendations presented back to senior leadership, who reported increased confidence, capability and connection across the global group.