Creative collaborations to contribute to the RSA’s ‘Design for Life’ mission, specifically at the intersection of business as we know it and emerging regenerative leadership practices.

Executive coaching, experiential leadership learning and holding transformative forums for organisational change. Helping grow purposeful leaders fit for the times we live in.

Works with leadership and account teams through a range of creative interventions, executive coaching, advisory, facilitation. This is in service of personal and organisational effectiveness. During this time lead the development of talent within Kearney focussed on ~1,500 emerging leaders around the world. Involves creation of innovative global talent programs and related sustaining activities.

1. Leading role in building an in-house organisation development team to support the PwC business on a range of culture development and business change agendas. 2. As a practioner, work with business leaders to lead change effectively. Trusted business advisor, creative catalyst, facilitator, team coach, executive coach and guide to successful engagement. This might be when leaders - need to grow their business and are stuck- leaders need to renew their strategy and develop higher levels of commitment/alignment in others - have developed a strategy and need to find a way of executing successfully - looking to shift the organisation's culture to better serve the sustainability of the business.This may include issues of strategy, structure, processes, people behaviours, reward - my role is to enable key groups and teams across the organisation to work through these issues for themselves and find effective ways of leading and executing plans. I work at all levels, including Executive Board level on a range of agendas related to developing and growing the organisation. Real change happens through high quality, whole-hearted engagement with groups who have a key role to play in leading and executing change. Only this way do you generate 'committment' rather than 'compliance' - a key reason why change fails.

Developed, operationalised and managed the Partner and Director Development cirriculum for PwC's (approx. 1,800 people within the UK organisation). Designed and ran leadership programmes and operated as a reputable executive coach in the business. Addressed various organisational issues which involved putting proposals forward to the UK Executive Board and taking a leading role in executing decisions. Managed the partner admissions process.