Stories

Before training as a coach, I built a long career in corporate and consulting environments, working with organisations, leaders and large teams in complex, high-pressure settings. My roles spanned leadership, client delivery, people development and organisational change, often positioned at the intersection of strategy, performance and people.

My work took place across different organisations, sectors and international contexts, including extended periods working in Europe, the Middle East and Asia. This exposure to diverse leadership styles, cultural norms and ways of working broadened my mindset and reinforced something that has stayed with me ever since: people are not all the same, success does not look the same for everyone, and yet there are fundamental human experiences that cut across role, geography and culture.

Even before formal coach training, I was frequently supporting others through periods of transition and uncertainty. Helping people untangle their thinking, regain confidence and find a way forward became a natural and rewarding part of my work.

My route into coaching was shaped by both experience and reflection.

After many years in demanding, high-responsibility roles, I reached a point of burnout and dissatisfaction that made it clear something needed to change. I began to question how I was working, what I was prioritising, and whether my career still reflected my values and the life I wanted to lead.

In Financial Services, my people-first, compassionate leadership style was often a differentiator in an industry not particularly known for being warm or supportive. I was proud of my approach and it consistently delivered results, but I frequently found myself having to justify the strength of that way of working. I knew I wanted to do something different, where I could have a deeper impact on people, even if I didn’t yet know exactly what that next step would be.

Coaching played an important role in helping me make sense of that period. I had experienced coaching at different points in my career, and the second experience in particular was pivotal. It gave me space to think clearly, rebuild self-belief and recognise patterns in how I was operating. During that process, my coach shared details of Coaching Development and Isobel for an initial conversation, and I knew almost immediately that I had found the right people to train with.

Training as a coach felt like a thoughtful progression rather than a departure. It allowed me to build on and integrate my experience into work that felt aligned, sustainable and human. I also felt genuinely excited about my work for the first time in several years.

Before training with Coaching Development, I saw coaching as valuable, but often loosely defined. I had seen how powerful it could be, but also how easily it could become overly directive or formulaic. I also believed coaching was largely about providing answers or guidance, rather than the deeply client-led process it truly is.

Given my background working across different cultures and contexts, I was particularly drawn to a coaching approach that was person-centred rather than prescriptive. I wanted training that respected individual difference, allowed people to define success for themselves, and treated coaching as a professional discipline grounded in reflection, self-awareness and ethical practice.

My experience with Coaching Development was thoughtful, rigorous and deeply reflective. I remember my first conversations with Isy, where she said, “no one is the same person at the end of the training.” While I was warned, I couldn’t have anticipated quite how transformative the experience would be.

What stood out most was the emphasis on presence, curiosity and self-awareness, not just learning how to do coaching, but how to be a coach. The calibre of teaching from the course leaders was exceptional, and the diversity within the cohort was refreshing after spending so many years in one industry.

The training challenged me to slow down, listen more deeply and trust the process, particularly when there was a temptation to move quickly to solutions. While it took time to adjust to being observed and receiving feedback, the supervision, peer learning and space for honest reflection have had a lasting impact on my practice.

I was also surprised by how much personal growth came from observing other coaching conversations. I continue to notice parallels between the work clients do and my own ongoing development.

Today, I work full time as a coach and consultant. My practice focuses on supporting driven, capable professionals and leaders who are doing well on the surface, but internally feel stuck, unsettled or disconnected from themselves.

Although I initially assumed most of my clients would come from Banking and Financial Services, I now work across a wide range of industries. Interestingly, despite the diversity of roles and sectors, the underlying challenges people bring are remarkably similar.

Many clients arrive at a crossroads with a quiet sense of heaviness or responsibility. They are not in crisis, but something no longer fits, and that realisation can feel isolating. Often, they have spent years meeting expectations and carrying responsibility, while gradually losing clarity about who they are, what matters to them now, or how they want to lead.

What distinguishes my work is a strong belief that there is no single model of success or leadership that fits everyone. Influenced by my international experience, my coaching is intentionally person-centred rather than formulaic, with a strong emphasis on identity, connection and self-trust. I create space for clients to think clearly, name what they have not said out loud, and reconnect with their own values, strengths and instincts.

Clients often describe leaving sessions feeling understood, calmer and more confident in their own judgement. From that place, decisions feel less forced and more sustainable, because they are rooted in who the person already is and what they have always known themselves to be capable of.

Alongside one-to-one coaching, I also work with organisations on leadership development, talent retention and creating healthier, more sustainable workplace cultures.

Take time to reflect on why you are drawn to coaching and how you want to practise.

Coaching is not about having the answers or applying a formula. It requires comfort with uncertainty, respect for difference and a willingness to continue doing your own inner work alongside supporting others.

Choose training that values depth, reflection and ethical practice, and be cautious of approaches that promise quick results. There is no shortcut to becoming a great coach. It is a continuous process that takes time, patience and the courage to look at yourself honestly. It is also deeply rewarding work and a privilege to support people in creating meaningful change in their lives.