I spent more than 20 years in operational leadership roles, working in both established global organisations and growing businesses.

My work involved delivery, change and people — often all at the same time. I loved the challenge. The pace. Not always knowing what tomorrow would bring. The long days and constantly shifting priorities.

I was usually the calm one. The person others came to when decisions were difficult or pressure was high.

But at times, it became too much.

There were points where I felt stuck in my own thinking.

Responsible for outcomes yet without a place to properly step back.

Plenty of conversations about performance, very few about perspective.

I was apprehensive about saying that I needed help or time or space.

Working with a coach changed that.

Not because they gave me answers, but because they gave me room to think. I became clearer, more decisive and far less alone in my decisions. The impact was steady and lasting.

It also made something obvious — the part of leadership I valued most had never been managing the work. It was helping people grow into their roles and trust their judgement.

Over time that became the work I did most. Supporting new leaders. Steadying experienced ones. Helping capable people navigate change.

Moving into coaching wasn’t a leap away from my career, it was a continuation of it. I trained professionally, including returning to university, so I could combine practical leadership experience with coaching skill.

My Story

“I was exhausted from making decisions all day and still questioning them at night.

Coaching helped me trust my thinking again and took a weight off my shoulders without taking away my responsibility.”

Operations Director, Manufacturing

I believe leadership is forged under pressure.

Not in theory. Not in perfect conditions. But when delivery matters, people depend on you and the business keeps moving regardless of how you feel.

I believe operational leadership deserves respect. Manufacturing, engineering and operations-led businesses are complex, demanding and human. Leading them well requires more than technical skill.

I believe growth should not cost leaders their clarity or their humanity. Scaling a business should not mean constant exhaustion, quiet isolation or carrying everything alone.

I believe experience matters. Sitting in the room. Making decisions with consequences. Being the only woman at the table and still choosing to speak.

My work is for founders and leaders who are building something real. People who want to grow with integrity, hold standards and develop others rather than becoming the bottleneck.

This is not coaching for everyone.
It is coaching for those carrying real responsibility.