My career began and developed in Technology within Financial Services, where after 23 years I reached COO and Chief of Staff level positions. During this time I have also run a coaching consultancy for 14 years, doing both business consultancy and personal coaching. I enjoy the mix of corporate acumen and emotional intelligence to carry on both the career and the business and I believe it is the combination of both that makes me a formidable asset!
I have something of a complicated career path, with one constant - I always strove to get to positions where I could challenge current ways of thinking and create something better. This didn't always make me popular, but my tenacity meant I implemented multiple ideas that I was told wouldn't or couldn't work. I found that the main reason for the lack of optimism was because it involved getting the people in the organisation enthusiastic and that felt too complex - whereas for me, that was the exciting part.
I am different because of how I do my work, not what I do.
I believe that your business hires people, not resources, talent, or headcount.
I believe that you will get the perfect people for your business if you look for them in a different way.
I believe that the current process of recruitment is unfair, inefficient and poorly designed for the future of work.
I believe it is possible to unlock the talent of your people, to improve value and engagement and to increase personal satisfaction for the individual.
I believe that you must identify line managers who want to manage people.
I believe that it is important to see individual team contributors rather than templated job descriptions and roles.
I believe that you can make your employees co-creators of a working structure that works for both the company and the individual.
I believe that you can learn how to empower employees - to help them take control of delivery, contribute to the team’s objectives and add value to the organisation.
I believe the world needs people who are trying to do things differently.
I believe that it is possible to break the status quo and create new possibilities.
I believe that you need a voice that tells you to carry on when others tell you to stop.
I believe in anyone who can see a future that does not yet look possible.
I believe that nobody is born for the benefit of others.
I believe that we all deserve to live our own life our way.
I believe that it is important for our mental health to get rid of any pressure to be something that we are not.
I believe that it is possible to get rid of guilt used as a method of control.
I believe that emotional and mental freedom are possible.
I believe that you need to be honest with yourself, to get clear on what the real issues are and what needs to change.
I believe that with support, anyone can change the direction of their life, team or business.
I believe that I can help you if you are ready to hear what you need to hear, and not what keeps you safe and stuck.
I believe businesses must hold themselves to the values that they espouse to, to know whether the culture that is fully lived by the senior leaders and at grass roots.
· They need long and complex master service agreements and individual statements of work before they can start the work;
· Services are overpriced and overengineered for the small business, when you just want access to business knowledge and acumen at an affordable price;
· Your requirements may only be for a few hours or a few days’ work – which many firms may find less attractive;
· You have to wait for resources to become available, sometimes from assignments of a few months.
· You have account managers, relationships managers, team leads, team members – and you have no idea who is the best person to speak to.
I specialise in fast, short term assignments based on a simple DAILY RATE structure. I provide meaningful consultancy and advice to small businesses as and when they need it. Usually available within days, I designed my business model with one aim – to provide maximum convenience and flexibility to my clients.
I cover the following areas:
· Where is your business today and where will be in the next year or so?
· Does your current model allow for growth and if so, how much?
· When does a startup become an ongoing concern – and are you ready for that transition?
· Who do you hire?
· How do you hire them?
· How do you manage their career objectives, whilst protecting those of your business?
· As teams grow, are your line managers ready to lead?
· Are you ready to lead a growing organisation?
· What kind of leader are you?
· Who do you need alongside you?
· If you have consultants already on site, how can you ensure they deliver what they say they will?
· Who has capacity to oversee their work, maximising their effectiveness and minimising scope creep and constant upselling conversations?
· Who makes sure you get what you paid for?
· As your business grow, are your processes ready to grow?
· Is your operational model future proofed for your expansion?
· Is the technology strategy future proofed?
· Would sudden growth and expansion cause you some sleepless nights?