Home · Coaching
The core
Developing, in the people who lead, the capacities machines make more decisive: judgement, purpose, relationship.
I don’t teach you how to use AI. I work on what AI makes decisive: the judgement of the person deciding.
There is a distinction I have used for years: the collector and the gardener. The collector accumulates — tools, frameworks, technologies, and now models. The gardener cultivates the conditions for something to grow, and accepts not controlling the outcome. Almost every organisation I meet has a collector in command and a garden to save.
A minimal example. A managing director rolls out an AI copilot across the company: eighty per cent adoption in three months, measurable hours saved, a satisfied board. Six months later the quality of decisions has not moved a millimetre. In fact nobody had asked which decisions were worth making better. The technology accelerated the process; the judgement running through it stayed exactly where it was.
That is where I come in. I work with executives, founders and leadership teams who feel the same friction: technology is running, decisions weigh more, and traditional development tools no longer suffice. I bring two things that rarely speak to each other — thirty years lived inside technology, and a coaching methodology that is rigorous, measurable and recognised.
The method
Behaviour
Marshall Goldsmith’s method. You don’t declare the change: six to eight people who work beside you measure it, at regular intervals, on one objective at a time. If the score doesn’t move, the engagement didn’t work. It is uncomfortable by design.
Direction
A leader without direction optimises himself; with a direction, he aligns people. The PLI turns purpose into something measurable: where you are, how far your team actually recognises it, and the point where it breaks.
System
Innovation360 Black Belt, ISO 56000 senior expert, ten years teaching Innovation Management. From the capacity to innovate to its governance — with AI inside the system, not in place of the people.
Standard
An internationally recognised ethical and professional frame: a clear contract, full confidentiality, and one non-negotiable principle — the objectives are yours, not mine. I bring the process; you choose the direction.
Formats
Individual engagements for executives and founders. A structured cycle: stakeholder assessment, one behavioural objective at a time, periodic review with the people around you. Typical length six to twelve months, because behaviour changes on the calendar, not in the meeting room.
The team as the unit of change, not only the individual. Alignment on purpose, quality of collective decisions, and the question nobody ever asks: which horizon are we playing in? Three Horizons as a shared language, then the work on relationships that have to hold under pressure.
Honesty up front
It works
It doesn’t
Thirty minutes. Tell me where you are and what you want to move. No commitment, and full freedom to tell me this isn’t the moment.