Hello, and welcome to my corner of the internet! I’m thrilled to finally share with you the journey that has led me here, a certified coach with 20+ years of work experience behind me.
Why Coaching?
After two decades of experience in the market, I found myself reflecting on my career. I’ve had the privilege of working in diverse roles, collaborating with incredible teams, and navigating through both successes and setbacks. Along the way, I’ve come to realise something profound: true growth doesn’t come f rom merely accumulating knowledge, it comes from sharing that knowledge and helping others unlock their potential. Coaching became the natural next step for me. It’s an opportunity to combine my years of experience with my passion for helping others. I’ve seen firsthand the challenges people face when it comes to career transitions, leadership development, or finding work-life balance. Through coaching, one can offer guidance, tools, and support to help individuals overcome those challenges and achieve their goals.
The Transition: From Technical Expertise to Behavioral Elements
For much of my career, I have managed and delivered results, focusing on technical aspects like Total Rewards, Performance Management, OD and HR Tech. It was a rewarding and fulfilling path—driven by numbers, systems, and frameworks. But something inside me was slowly shif ting. As I advanced in my career, I began to feel that while technical expertise could drive business results, it didn’t always address the emotional, psychological, and behavioral elements of human performance. There was a growing realisation that people are not just “resources” to be managed, they are complex individuals with emotions, aspirations, fears, and potential. The tipping point for this shift came during the COVID-19 pandemic. The world, and the workplace, as we knew it, was turned upside down. The anxiety, isolation, and uncertainty created by the pandemic were emotionally overwhelming for many including me. In this time of unprecedented change, I found myself moving from just focusing on performance metrics to embracing the deeper behavioural aspects of organizational development.
The Emotional Angle: Leading Through Turmoil
During the most turbulent times of the pandemic, I was faced with helping leaders and employees navigate uncharted waters. Businesses had to adapt to remote work, manage layoffs, adjust to rapidly changing markets, and maintain morale amidst uncertainty. Performance reviews seemed almost secondary compared to the emotional well-being of teams. I realized that this was where I could make a real difference. The technical solutions I had implemented over the years were no longer enough. We needed to create spaces for open communication, empathy, and support. Employees were dealing with fear, grief, and burnout, and many leaders felt ill-equipped to handle the emotional needs of their teams. This experience was profoundly emotional for me. Watching employees struggle and leaders grapple with their new roles in a virtual world opened my eyes to the human side of organizational development and needs. I began to see the importance of not only performance metrics but also emotional intelligence, resilience, and adaptive leadership.
The transition wasn’t just a career shift; it was a personal transformation. I realised that my ability to help others thrive in difficult times was not just about managing systems and processes but about understanding human behavior and supporting people through times of crisis.
Why Now?
You might wonder why I chose to make this shift after two decades. The truth is, I’ve always been passionate about mentoring and guiding others. For years, I have been informally coaching colleagues, teams, and even friends helping them navigate challenges, make better decisions, and achieve their aspirations. However, despite the fulfilment these informal interactions brought me, I realised that I wanted to do more. I wanted to formalize and strengthen this practice in a way that would allow me to make an even greater impact. For a long time, I felt that I was providing valuable support and advice, but it was often in an unstructured, ad-hoc manner. While I was able to offer guidance and share my knowledge, I knew that there was a more formal and powerful way to support those who came to me for help. That’s when I realised the time was right to formalise this institution of coaching. Obtaining my coaching credential was an intentional step to add a new layer of expertise to my skill set. It’s not just about having the tools or knowledge; it’s about having a structured framework that allows me to guide people with intention, depth, and clarity. With this credential, I feel like I’ve been given additional wings, my ability to help others has been elevated to a new level. Coaching is no longer just something I do on the side; it’s a dedicated, formalised practice that enables me to engage with clients in a more structured and impactful way. The coaching credential has strengthened my ability to enable people those who’ve already sought my guidance and those who will in the future to embark on their personal and professional journeys with confidence and clarity. It’s not just about of fering advice; it’s about empowering people to take ownership of their growth, develop actionable strategies, and pursue their goals with a sense of pur pose. Now, I can offer that support in a way that’s not only meaningful but also guided by a proven, evidence-based methodology.
In short, I’m ready to offer a more formal, structured, and international level coaching experience to those who are seeking it. This formalisation is not just an addition to my skillset, but a commitment to strengthening the positive impact, I can have on the lives of others. It’s the right time because I’ve not only grown in my career but also deepened my understanding of what it truly means to help people move forward with confidence and purpose.
