I have worked in most sectors:
Defence | Financial services | Pharma | Food & Beverages | Consultancy | Higher Education | FMCG
Corporate Services | Automotive | Telecoms | Manufacturing | Charity | Retail | Local Government | Technology
… at all levels and in most functions. Having held various operational management roles, and with my STEM background, I am comfortable working with technical as well as other business functions either 1:1 or with groups/ teams. I am strong on change and transformation and have a keen interest in neuroscience related to my doctoral research. I am a member of the AC (accredited Professional Executive Coach), EMCC and ICF.
Having completed my electrical engineering degree at Imperial College, London, I went on to join Mars. I worked predominantly within operations during this time; managing different teams such as production, quality and L&D. Not only did I gain a wealth of understanding through managing people, I also coached, trained and facilitated individuals and teams (dept & project). This has brought a realness to my style, which people find refreshing, as well as a focus on developing competency to deliver a change in actual behavioural and business outcomes.
In 2016 I embarked on a Doctorate in Professional Practice (applied neuroscience and coaching) and was awarded my DProf in May 2021. My research was into reflexive hindering: a neurobiological response which can curb a coachee’s progress during their coaching programme.
Through my doctoral studies I defined reflexive hindering from a neurobiological viewpoint and described the ways in which it can manifest during coaching. My research demonstrated that if a coachee, who is reflexively-hindered, appreciates relevant aspects of the brain then this enables them to be more objective about their responses; improves their belief that they can change; opens up possibilities for change and invigorates their motivation to take action.
My book, “A field guide for managers: bringing out the best in people”, is dedicated to all the managers I have met who were told that they must empower and motivate their people and yet were never told, or shown, how to do that. This book is for them, so they can empower and motivate their people, and reap the benefits of doing so. It has 52 chapters, full of exercises, templates and methods, to help managers bring out the best in their people and improve business results. I have written it to be both practical and informative.
Aside from my work, I am an EMCC mentor; a pro-bono coach for Green Templeton College’s masters and doctoral students (Oxford Uni.); and an assessor for the Association of Coaching (AC). Previously I have run an AC coaching practice group, supervised coaches and was a volunteer trainer for the MOE Foundation charity’s coaching programme for young people from less privileged backgrounds.
NEO, Hogan (HPI, HDS, MPVI), Hogan Teams, Wave, Motivational profiling, BeTalent Strengths