I coach in English. I have worked with clients across Africa, the Middle East, Europe (including Latvia), and Canada.

Three things. First, the range of deeply integrated knowledge and practice: ontological coaching, CBT principles, Jungian depth psychology, neuroscience, and contemplative practice, synthesised rather than applied in isolation. Second, age and experience base: 10 years as an investigative journalist and editor; a decade of business experience including a stint as managing director of an IT services company; two decades and 10,000+ documented coaching hours of coaching. Taken together, this means I get where people are at, and I know where to focus for maximum impact. Third, the investigator stance: [...]

Both. I am on coaching panels for a number of international banks and business schools. I also work directly with individual senior leaders who prefer to engage outside a corporate panel, or who work in organisations without one. Once-off engagements for leaders in transition or facing a specific challenge are welcomed. Remedial coaching is also considered under agreed conditions.

Every engagement includes a formalised evidence stream: deliberate, upfront agreement on what reliable progress indicators will look like for this coachee, in this context. This means outcomes are tracked against evidence rather than self-report alone. At the close of the program, a structured learning review consolidates what has changed, and where relevant, line manager input is invited. This approach protects the integrity of the investment for both the coachee and the sponsoring organisation.

An individual coaching engagement usually runs for six to eight core coaching sessions. This is in addition to the initial engagement (discovery and contracting) phase, which typically involves a chemistry session, enneagram and 360 feedback, input from your line manager, and a contracting session. A formal learning review with further input from your line manager will form part of the program. Therefore, the total investment is typically eight to twelve touchpoints and varies based on context and objectives.

The MCC is the International Coaching Federation's highest credential, held by fewer than 4% of ICF-credentialled coaches globally. It requires demonstrated mastery across coaching competencies and a substantial documented coaching hour requirement, as well as an ethics exam and agreed compliance with ethical standards. For an executive or HR buyer evaluating coaches, it is the single most reliable signal of professional standards — more so than years of experience or self-described expertise.

A mentor shares their own experience and advice. A coach works to develop your capacity to think, decide, and act more effectively — drawing on your own experience. My approach combines both: deep frameworks and direct challenge where relevant, alongside the reflective questioning that creates genuine insight. The distinction matters because leaders at senior levels often have capable mentors. What they less often have is a skilled thinking partner who holds them accountable to their own stated standards.