Leadership Development

My work in leadership development is grounded in a deep interest in how people navigate uncertainty, complexity, and change. Having lived across multiple countries and cultures, I bring a strong sensitivity to moments where established ways of thinking no longer hold.

I work with approaches such as Adaptive Leadership and Process Oriented Psychology to help individuals and groups pay attention to what is happening beneath the surface — the tensions, questions, and unspoken dynamics that often shape real change.

I understand leadership as an ongoing practice rather than a position: the ability to remain engaged when answers are unclear, to hold different perspectives, and to respond intentionally in complex environments. My role is to create spaces where people can slow down, reflect, and develop greater confidence in working with the unknown.

Consulting

My consulting work focuses on helping organisations develop the capacity to adapt — not by adding more frameworks or solutions, but by strengthening their ability to learn, reflect, and respond in real time.

I am particularly interested in how cultures are shaped through everyday interactions: the conversations people avoid, the assumptions that go unquestioned, and the patterns that quietly determine what is possible. Working with organisations, I support the development of deliberately developmental cultures — environments where learning is not an initiative, but part of how work is done.

Rather than seeking certainty or quick fixes, my work invites organisations to stay engaged with complexity, to experiment thoughtfully, and to build collective resilience in the face of ongoing change.

Coaching

My coaching work is grounded in a long-standing fascination with how people grow when certainty is no longer available. I draw on adaptive leadership and adult development theory to support clients in engaging more consciously with complexity, ambiguity, and change.

Much of my work invites people to question habitual ways of thinking and acting, to notice when doing more is not the answer, and when not knowing may be the most generative place to begin. These ideas are explored in my books Not Knowing and Not Doing, and they continue to shape how I work one-to-one with leaders.

Rather than offering solutions, my coaching creates space for reflection, curiosity, and experimentation. I support clients to explore the edges of their knowledge and comfort, develop greater self-awareness, and build the capacity to act with intention, even, at times, through deliberate pause.