Yes — this is where I specialise and have the most impact. I've often surprised people by what can be achieved and how quickly, and is why I specifically seek out those teams that everyone has given up on. The Two-Day Team Performance Process is designed for situations involving significant dysfunction, unresolved conflict, or structural trust breakdown. It can handle the stresses and strains. The pre-workshop individual contact is particularly important here: it creates a safe channel for issues to surface before the group is in the room together, [...]

I have delivered executive coaching programs for senior management and C-suite individuals and teams across pharma (AstraZeneca, Novartis, Roche, Lundbeck), financial services (Absa, RMB, FNB, Investec, Nedbank, Wesbank), and mining and energy (De Beers, Exxaro, Shell, Chevron). My experience spans South Africa, the rest of Africa, and European markets — with newly formed teams, established high-performing teams, and teams in significant dysfunction.

The one-day Team Alignment Process requires pre-work (online questionnaires) and the workshop day. The two-day Team Performance Process includes individual pre-workshop conversations, the two-day offsite, and follow-up contact approximately three weeks later. Follow-up half-day integration sessions can be added. My position is firm on this: the contact points before and after the offsite are not optional extras. They are what makes the offsite work.

The Enneagram is a model of nine core personality types and their associated patterns of perception, motivation, and reactivity. I use the Five Lens assessment — a validated, professionally delivered version — because it gives teams a specific, shared language for understanding why different people respond differently to the same situation. This reduces the attribution of intent (assuming someone behaves a certain way because of character flaws) and increases the capacity to work skilfully with genuine differences. I spent three years as EMEA Head of Sales and Delivery for [...]

Most psychological safety training teaches the behaviours associated with safe teams — speaking up, active listening, constructive feedback — to a band of unrelated people who have nothing at stake together. Most of the learning gets lost when those people return to their teams; what remains is performative and therefore experienced as inauthentic. I prioritise coaching executive teams to contract for colleagueship — a relational stance defined by Peter Senge out of which trust (psychological safety) arises organically. This takes the form of an explicit, agreed shift in the [...]

A team build is an event. Executive team coaching is a structured process with a before, a during, and an after — designed to produce lasting change in how an executive team operates, not a temporary lift in morale. The fundamental difference is contracting: I explicitly create a new relational agreement between team members rather than hoping that a shared activity will generate one by osmosis. Events produce memories. Coaching produces change.