Harry Jackson Society
The Henry Jackson Society – Coaching for Better Managers Leaders at The Henry Jackson Society operate in a high-stakes environment where intellectual rigour, geopolitical awareness and media-sensitive communication are non negotiable. Managers navigate competing priorities, shifting political timelines, and the pressure to communicate complex ideas with clarity and authority, often while coordinating teams and maintaining relationships with donors and external stakeholders. Through coaching, we focused on three core capabilities: maintaining presence under pressure, influencing through clear and adaptive communication, and prioritising strategically rather than reacting to pace. Using live challenges as working material, sessions built practical tools for decision-making, emotional regulation and confident conversation with policymakers, researchers and internal teams. The result was more grounded leadership: calmer communication in conflict, improved delegation, clearer stakeholder messaging and stronger leadership identity built on clarity rather than urgency. This created a more focused team environment and more consistent delivery in a context where precision and composure directly affect credibility and impact.
Pixel Perfect
Pixel Perfect – Founding Phase Team Coaching and Training Pixel Perfect began as a digital product and development studio with leaders spread across multiple territories, collaborating remotely from the beginning. Technical talent was strong, yet distance made alignment harder. Early stage organisations often move fast and think independently, and in this case geographical separation risked uneven communication, unclear roles and decisions made in pockets rather than as a unified leadership group. The business needed shared focus, cultural clarity and ways of working that would hold across borders and time zones. Through combined team coaching and one to one work, we built the foundations of collaboration rather than parallel effort. Sessions focused on shared values, role definition and communication rhythms that supported connection despite physical distance. We clarified how decisions would be made, how client delivery would be prioritised, and how leaders could actively support one another instead of operating in silos. Space for challenge and reflection allowed honest conversation, alignment and mutual respect to form. The outcomes were visible and behavioural. PixelPerfect.dev strengthened cohesion across territories, improved collaboration, and developed a consistent operating identity even while distributed. The coaching helped shape a group of capable individuals into a leadership team with clarity, trust and a unified direction of travel.
Metajive
Metajive – Team and Leadership Development Metajive operates in a rapidly shifting digital landscape where client expectations, technology cycles and creative demands change at pace. The leadership team recognised the need to evolve how they worked internally to stay ahead externally. They faced the familiar tension of growth: high creative output, tight delivery windows, and the challenge of aligning talented individuals around shared focus and scalable ways of thinking. My work combined targeted team training with individual coaching for senior leaders. We explored how to navigate market change without losing creative edge, built frameworks for clearer prioritisation, and strengthened communication patterns so decisions were made faster and with less friction. Individual sessions gave leaders space to reflect, challenge assumptions and build the confidence to shift from reactive problem-solving to deliberate, strategic action. The impact was visible in how the organisation operated: better cross-team collaboration, more confident ownership of decisions, improved handling of client pressure, and a stronger sense of forward direction in a volatile market. Metajive became more adaptive without losing creativity, and leaders reported greater clarity, cohesion and capacity to manage change rather than be driven by it.
KPMG
KPMG – Building a Consistent Leadership Standard Across Complex Organisations At KPMG, I partnered with senior stakeholders to design and deliver a comprehensive Leadership Academy for more than 400 senior leaders and line managers. The objective was to build a consistent, future-ready leadership capability across a multi-layered organisation with diverse cultures and operating models. The programme combined targeted workshops, one-to-one coaching, and a structured capability framework that embedded clear leadership expectations and behavioural standards. It helped participants strengthen self-awareness, communication agility, and commercial influence – enabling technically strong managers to transition into confident, strategic leaders. The initiative became a model for scalable leadership development within professional services, improving engagement, alignment, and performance outcomes. This work exemplifies my approach today: combining evidence-based coaching with tailored leadership development to create leaders who think strategically and lead with confidence.
Grosvenor Law
Grosvenor Law – Developing the Next Generation of Commercially Confident Partners At Grosvenor Law, I worked with newly appointed partners and high-potential senior associates to help them move beyond technical excellence and build the commercial confidence essential for leadership. Through a series of interactive workshops and one-to-one coaching, participants were challenged to step outside their comfort zones and strengthen the soft skills often overlooked in legal training: influence, presence, and authentic relationship-building. Together, we explored how to connect expertise with empathy and precision with persuasion. The result was a tangible shift in how lawyers approached business development, client relationships, and self-promotion. Several participants went on to secure partner roles and lead growth initiatives with greater clarity and confidence. This engagement reflects my focus on helping professionals evolve from expert to leader by unlocking the mindset and behaviours that drive both personal success and firm-wide growth.
Coca Cola
Coca-Cola – Strengthening Leadership Capability and Career Growth in the UK At Coca-Cola Europacific Partners UK, I helped design and deliver leadership and career development programmes that built capability and confidence across multiple business functions. The focus was on equipping managers and emerging leaders with the skills to lead people effectively, communicate with impact, and manage career progression strategically. Through a combination of workshops and coaching, participants developed greater self-awareness, resilience, and influence. The sessions encouraged leaders to balance performance with wellbeing and to connect commercial objectives with people development. The result was stronger engagement, improved cross-functional collaboration, and a more confident pipeline of leaders ready to take on greater responsibility. This project captures my approach today: evidence-based coaching and development that turns potential into sustained leadership performance.
EY
EY – Embedding a Culture of Leadership and Performance At EY, I partnered with senior leaders and HR teams to strengthen leadership capability and embed a culture of continuous performance. The goal was to help managers and partners lead more effectively in complex, high-pressure environments while maintaining engagement and trust. I designed and delivered a series of workshops and coaching interventions that focused on leadership mindset, feedback culture, and cross-team collaboration. Leaders learned how to manage performance conversations with greater confidence, connect business priorities with individual motivation, and create accountability without losing empathy. The initiative improved communication, alignment, and confidence across teams, contributing to a more agile and people-centred culture. This engagement represents what I do best today: enabling organisations to build cultures where leadership, performance, and human connection thrive together.
itv
ITV – Strengthening Culture and Connection in a Creative Organisation At ITV, I partnered with senior leaders to design and deliver programmes that strengthened culture, belonging, and engagement across the business. The work focused on helping teams and managers adapt to new hybrid ways of working while maintaining creativity, collaboration, and shared purpose. Through a series of facilitated workshops and coaching sessions, we co-created practical ways for leaders to communicate with authenticity, build trust across virtual teams, and sustain energy through periods of transition. The initiative helped re-establish a sense of connection and alignment across departments, improving engagement and new-joiner retention. This project reflects my ongoing focus on helping organisations build human-centred cultures where people feel connected, valued, and equipped to perform at their best.
Lloyds Banking Group
Lloyd’s Banking Group – Aligning Leadership Behaviour with Organisational Purpose At Lloyd’s Banking Group, I helped design and deliver a large-scale leadership and culture transformation initiative focused on bringing the organisation’s purpose to life through everyday leadership behaviour. Through workshops, coaching, and facilitated reflection sessions, leaders at all levels learned to communicate more effectively, build trust, and lead with authenticity. The work connected strategy with behaviour, helping managers translate corporate values into consistent action across teams. The programme strengthened collaboration across divisions, improved engagement scores, and created a stronger sense of alignment between leadership behaviour and the organisation’s strategic goals. This project reflects my approach to corporate development: blending coaching, facilitation, and behavioural insight to create cultures where leadership and purpose are truly connected.
Coast
Coast – Building a Leadership Culture Across the Entire Organisation At Coast, I designed and delivered a holistic coaching and training programme that supported development at every level of the business, from the executive team through to managers and store leaders. The objective was to strengthen leadership capability, communication, and strategic thinking across the organisation during a period of rapid change. The programme included one-to-one coaching for senior leaders, group training for managers, and practical workshops on topics such as dispute resolution, performance conversations, and leading through uncertainty. By combining coaching and training, we created alignment across all layers of leadership and fostered a culture of accountability, collaboration, and confidence. The result was a more connected organisation with stronger leadership presence, improved team dynamics, and higher employee engagement across stores and head office. This project reflects my ability to design and deliver integrated development programmes that transform how organisations lead, communicate, and perform.
