I serve four kinds of organization; most of my clients sit in their upper and middle tiers.
Common Conversations
The more senior the role, the more filtered the signal becomes. People still speak, but less directly; disagreement arrives softened and late, often through channels that are already political. Decisions grow more exposed while honest counsel grows scarcer. These leaders come for a confidential space to think out loud, with someone who knows the terrain and holds no stake in the answer.
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The brief might be a leadership programme for a senior cohort, or a middle tier asked to carry more with less support. Underneath sits the harder question: how do we build leadership capacity that still holds once the programme ends and the pressure returns? That question shapes every design, and the design starts from the institution's own cases.
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The move from technical work to managerial work is the most underestimated transition in these institutions, and the least supported. Authority becomes ambiguous, and decisions stop having answers that expertise alone can settle. There is a quieter loss too, rarely named: the technical work that built the career is often the first thing the calendar gives up. I have made that move myself, and the coaching draws on it.
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Some calls come early, from a team in formation. More come late, from a team that has worked together for years. The symptoms differ: careful politeness in the room while disagreement is saved for the corridor, and decisions that get remade more often than made. What these teams share is that they cannot shift the pattern from inside it. Coaching is built into the team's real work rather than a single away-day.
Learn moreUN agencies, multilaterals & (inter-)governmental bodies
What clients face
Mandates are negotiated with member states. Delivery lands with directors several levels below, who inherit ambitions they did not set and budgets that shrink between planning and delivery. In 2026 the pressure turned structural: posts cut and functions consolidated, with units reshaped above the heads of the people running them.
What I work on
I help leaders think clearly when expectations and resources no longer match: what can honestly be delivered, and what should stop before it fails quietly. And I help them stay steady with a team that is reading them for signals while they carry the same uncertainty themselves. The decisions remain theirs. My work is the quality of thinking behind them.
Practical examples
Universities, research centres & science programmes
What clients face
Research leaders arrive on the strength of publications and grants, then find the job is mostly people and systems. Former peers become direct reports. Decisions about money and people are informed by evidence and rarely settled by it, and almost nothing in an academic career prepares anyone for that.
What I work on
I help researchers make the move from expert in the room to the person who makes the room work, and to own the judgement calls the data cannot make for them: which post to protect, what to say when a contract ends. The expertise stays with the leader. I bring the questions that make it usable.
Practical examples
INGOs, foundations & advocacy networks
What clients face
Funding has retreated while need grows; US foreign assistance roughly halved in a single year. Financial choices become values choices fast. Underneath sits a harder question: what an international organisation is for, when donors can fund local partners directly. Staff can tell whether their leaders have an answer.
What I work on
Trust rarely survives decisions people cannot see the reasoning behind. I help leadership teams see their own reasoning clearly enough to show it: who is genuinely in the room, what is being promised that should not be. And I coach the people carrying it, who usually absorb more than they let on.
Practical examples
Sustainability & ESG functions in the private sector
What clients face
The function was built when ambition was rewarded. It now operates where visibility carries risk. Reporting obligations have been scaled back and budgets folded into other functions, while commitments made in a different climate remain on the record. Teams that joined to change things can tell a strategy from a retreat.
What I work on
I help sustainability leaders think through a narrowed mandate: what the function still owns, and what it stops defending so the rest can be argued for. And how to stay honest with a team that joined for the mission. The strategy is theirs to set. I help them see it whole.
