About Me

I’m a qualified solicitor and an EMCC-accredited coach (Senior Practitioner level) with a specialisation in the cross over between high-performance legal careers and behavioural change. Nearly two decades of transformational change work — as a partner at a major international law firm, in-house in a financial institution, and working across England, Scotland, Amsterdam and the UAE — sit behind my coaching practice, alongside studying for an MSc in Coaching for Behavioural Change at Henley Business School.

This combination matters, deeply. I’ve worked inside the systems my clients are trying to navigate — partnership track, productivity culture, and the gap between what firms say they value and what they actually reward. I’m not coaching from academicn theory; I’m coaching from having lived (and left) that experience.

My research focus is on perfectionism and the imposter phenomenon in professional services — not as individual failings to be “fixed”, but in the context of the organisational system we all operate in. Most of my clients are, or identify as, women and are often approaching a pivotal decision in their career: a step up, a step back, or a complete rebuild of what “success” or “ambition” looks like for them.

I’m fascinated by why people change, why they resist it, and what it actually takes — a question that’s followed me from the 2008 financial crisis through every jurisdiction I’ve worked in .

Outside coaching, I’m a longstanding advocate for Diversity, Equity, Inclusion and Belonging and Mental Health. I sit on the Company Law Committee of the Law Society of England and Wales, and continue to work as a senior consultant for an international law firm. I live in South Oxfordshire with a hyperactive cockerpoo, hold a diploma in wedding cake decoration, and have recently taken up quilting.

Why “Glass Cliff” Coaching?

The term comes from Ryan and Haslam’s 2005 research into women on boards — since adopted across a range of contexts. They found that women are more likely to be appointed into leadership roles carrying a higher risk of failure, either because the appointment happens mid-crisis, or because the role isn’t resourced for success in the first place. In short, it’s a structural pattern, not a coincidence.

The metaphor works because glass is transparent by design. You can be standing at the edge of the cliff without seeing it — it often takes the light catching the glass at the right angle before the edge becomes visible.

I help you see the shape of the system you’re standing in — clearly enough to decide whether this is the cliff edge you want to walk along, what you’d need to change direction, and what “succeeding” on your own terms actually looks like.

A collaborative, structured space to make the decision as an informed one, rather than one made dazzled by the glare of the sunlight.