One-to-one executive coaching in London and online for CEOs, C-suite executives and senior leaders navigating pressure, complexity, transition and the strategic demands of their role.
I bring incisive questioning, direct challenge and relevant perspective drawn from 20 years in senior leadership and more than 5,000 hours coaching senior leaders. The work is confidential, commercially grounded and focused on sound judgement, deliberate action and meaningful change.
Arrange a confidential conversationYou’re the fixer: the person others turn to when problems escalate or things stall. Keeping everything moving draws you into operational work, leaving less space for the strategic leadership your role requires.
Build a team that takes responsibility and exercises sound judgement, freeing your attention for strategic leadership.
You need to push back on board expectations, confront a peer or address underperformance without losing the trust and support you need to lead.
Address difficult issues directly and constructively while maintaining the relationships you need to lead.
You’re weighing incomplete information, competing priorities and consequences that reach beyond your own team. You need to test your thinking, not simply make the decision faster.
Test assumptions, weigh competing priorities and make consequential decisions with sound judgement.
Some concerns are difficult to discuss with your board, peers or team. You need space to test your own thinking without managing how the conversation will be perceived.
Speak openly, explore concerns and challenge your assumptions without managing how the conversation will be perceived.
A promotion, expanded remit or organisational change calls for a different way of leading.
Recognise when familiar approaches are limiting you and develop responses suited to the situations you face.
Sustained demands affect your energy, relationships and ability to switch off.
Protect your energy, perspective and relationships beyond work while meeting the demands of leadership.
Insight matters, but it’s not the end point. Our work stays connected to real decisions, observable behaviour and the effect your leadership has on the organisation and the people around you.
“What sets Will apart is his ability to reframe challenges in a way that injects fresh energy and dissolves overwhelm, then challenge me to be decisive and action-oriented in a manner that fitted my personality.”
After 16 years at Mercedes AMG High Performance Powertrains, Mechanical Engineering Team Leader Johann Kastern wanted to extend his influence and create more space for strategic leadership in an environment where the operational demands never stop.
Over a year of executive coaching, Johann changed how he operated. He established routines that protected time for strategic thinking, created clearer boundaries around work and developed a stronger sense of control over his leadership and life.
“Will combines great structure and framework in problem-solving, drawing clearly on a vast bank of knowledge. I leave sessions with a clear understanding of what I need to do next, ranging from long-term planning to interpersonal conflicts to personal goals. Whatever the issue, I find that an hour with Will adds calm and rational perspective that I’m not always capable of seeing myself.”
AlexisPrincipal, Roland BergerMy earlier career included 20 years in senior management and director-level roles, leading large teams and carrying responsibility for performance, growth and consequential commercial decisions. I understand the tension between strategic priorities and operational demands, and the pressure to act without complete information.
I bring that experience alongside more than 5,000 hours coaching senior leaders. I listen closely, ask incisive questions and challenge assumptions with warmth and directness. We work with the decisions, relationships and leadership challenges you’re facing.
I won’t impose my thinking, but neither will I withhold relevant experience when it could help you see a situation differently. Your context, judgement and choices remain central.
We explore what’s prompted your enquiry, what you’d like to achieve and whether we’re the right fit to work together.
We agree clear objectives, how we’ll work together and how often we’ll meet. That gives our work direction while leaving room to respond as your circumstances change.
We begin with a minimum of eight 60-minute sessions. Engagements typically run for 12 to 24 sessions, meeting every two to four weeks.
Each conversation addresses what matters now while staying connected to the outcomes we’ve agreed.
We turn your objectives into a bespoke coaching progress tracker, bringing together session-by-session reflections, ratings and concrete evidence of change.
It helps us see what’s shifting in your decisions, behaviour and leadership, including changes that can’t be captured by a score.
We regularly review what’s changed, what still needs attention and where to focus next. We adjust the objectives or frequency of sessions when your circumstances call for it.
Whether you fund coaching yourself or your organisation sponsors it, the coaching relationship remains focused on you. What changes is how we agree objectives, arrange the engagement and review progress.
We start with what you want to change in your leadership and what matters to you personally. Together, we agree the focus, structure and measures of progress, so you’re clear about what you’re investing in and how we’ll assess its value.
We agree whether coaching will address specific business objectives or whether you’ll determine the focus yourself. We also agree the sponsor’s involvement from the outset, including any initial conversation or progress reviews.
The same principles apply when coaching is arranged through a selected intermediary or coaching panel.
Explore executive coaching for organisations
I offer iEQ9 Enneagram profiling to every client. It helps us explore the motivations and unconscious patterns shaping your leadership. Whether we use it is your choice.
We test what the profile suggests against your experience and the realities of your role. It’s a starting point for exploration, not a fixed definition of who you are.
Explore Enneagram coaching for leadersI offer coaching in person at my office in Brixton or in private meeting rooms at Century Club in central London and online for clients across the UK and internationally.
We can work entirely in person, entirely online or combine the two, depending on your location, schedule and preferences.
Fees reflect your level of leadership responsibility. For a 60-minute session:
Job titles vary between organisations. If your role doesn’t fit neatly into these categories, we’ll agree the appropriate fee based on your responsibilities before you commit.
Engagements begin with a minimum of eight sessions and typically run for 12 to 24. After our initial conversation, I’ll recommend a structure for the work and confirm the full fee, including any agreed assessments, before you decide whether to proceed.
Coaching for cohorts and leadership teams is designed and priced separately.
Yes. Our conversations are completely confidential, whether you fund coaching yourself or your organisation sponsors it. For coaching to be effective, it's vital that you feel able to speak openly about your thinking, relationships and decisions.
Where an employer is involved, we agree objectives, review arrangements and boundaries at the outset. A sponsor may have access to agreed progress reviews with your prior consent. The content of our sessions remains private, subject to standard exceptions relating to legal requirements and serious risk of harm. These will be clearly explained before the work begins.
We begin with a confidential 45-minute conversation about what’s prompted your enquiry, what you’d like to achieve and whether we’d be a good fit to work together.
You can ask questions about my approach and how coaching could work for you. If we decide to go ahead, we’ll agree the focus, structure and fees before the coaching begins.
If you’re considering coaching for yourself or a senior leader in your organisation, I’d be glad to hear what has prompted it. We can talk through the situation, what you hope the work could achieve and how I might approach it.
We’ll also get a sense of whether we would work well together.
Arrange an initial conversation