— ABOUT
Coaching from curiosity.
— THE BEGINNING
Born with a curiosity about people.
I didn't set out to become a coach. I spent nearly two decades leading teams at Google before I realised that I actually enjoyed understanding the people doing the work more than the work itself.
That curiosity existed long before Google. As a kid I tried every activity going to see what drew other people to things. At university I did a year in industry in Germany and was the only one in the group who learned the language, got properly immersed in the culture and extended my stay because I wanted to understand the place and the people more. And after uni I turned down a better job on paper to move to London and work for a small adtech company, because the people were interesting and I wanted to experience the big city.
— THE GOOGLE YEARS
Two decades of complexity to be curious about.
Google gave me nearly two decades of complexity for my curiosity to explore. Leading teams across Europe, the US, Australia, Japan, Korea, China and Singapore. Navigating huge industry shifts, technology growth and collapse, offshoring, onshoring, globalisation and localisation. All with a lens of rapid growth and being the first to do many things, with no playbook to learn from.
What I noticed was that the leaders who thrived were the ones who kept asking questions, who were curious about the people in their teams, their peers and partners and about themselves.
— THE PIVOT
From Google to the people building what's next.
I left Google in 2025. Nearly two decades is a long time and I knew the next chapter needed to be something I built rather than something I joined.
For years inside Google I was doing as much coaching as I was leading, either formally through internal coaching programs or with my team members or informally through trusted connections across the company. I was also coaching externally, working with founders and leaders outside of Google while building the formal foundations in parallel, because I wanted the training as well as the experience.
By the time I left, it wasn't hard to decide to focus on founders and scaleup leaders because they're facing the problems I find most interesting. Helping them navigate the pace of growth, the pressure of being the one everyone's looking to and the ambiguity of doing things people haven't done before also feeds my curiosity about people and how they operate. Having spent nearly two decades navigating those exact challenges myself, I now love working on them with others.
The why is always more interesting than the what.
— THE COACHING
That blend of insatiable curiosity about people and leadership experience is what people see when they're coached by me. The thing I enjoy most about coaching is helping people understand the reasons behind their decisions, the underlying ambitions behind their everyday choices and the individual strengths behind their successes and failures. And then helping them use that to be better leaders.