When someone capable steps up, the challenge is rarely their ability
The people organisations invest in at this level already have what it takes. They are trusted, they deliver, and they are ready for more.
But as responsibility increases, something often shifts. Decisions become harder. The conversations are more complex. The expectations grow. And the space to think clearly about all of it tends to shrink.
That is where coaching makes a real difference.
When this tends to be used
Organisations typically bring coaching in at moments of transition:
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Someone moving into a leadership role for the first time
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A capable individual stepping up to greater seniority or responsibility
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A person being developed for the next level who needs to operate differently, not just do more
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Someone whose thinking, confidence, or leadership presence needs strengthening
In many cases, nothing is fundamentally wrong. But without space to reflect properly, capable people start to second-guess decisions, avoid difficult conversations, or hold back in situations where they need to step forward.
Left unaddressed, that tends to compound. The organisation feels it before it can easily name it.
Where this makes a visible difference
The impact shows up in behaviour, not theory.
Decisions that were being delayed or softened start to become clearer and more confident. Difficult conversations that were being avoided get addressed. People begin to operate at the level their role requires, rather than staying too close to the work they have always done.
In meetings, they contribute more directly. They trust their own judgement more. They take ownership rather than waiting for reassurance.
These are not knowledge problems. They are thinking and judgement problems, and they are exactly what this work is designed to address.
For the organisation, this often means less hesitation, stronger ownership, better judgement under pressure, and more confident leadership in moments that matter.
Background
My background spans commercial, marketing and sales roles within the technology sector, alongside co-founding and running The Channel Recruiter, a specialist recruitment and talent solutions business operating across the IT and technology channel.
That means I understand the environment your people are operating in. I know what high performance looks like in these businesses, what the pressures are, and what tends to get in the way when capable people step up.
That context matters at the outset. Once the work begins, the focus shifts entirely to the individual, how they think, how they operate, and what is actually going on for them.
What coaching is, and what it is not
This is transformational coaching. It focuses on how someone thinks and operates, not just what they do.
It is not training, consultancy, or performance management.
Most leadership challenges are not caused by a lack of knowledge. They are shaped by assumptions, habits, and patterns that develop under pressure over time. Coaching creates a structured space to examine those patterns properly, and as that changes, so does the quality of decision-making, communication, ownership, and leadership in practice.
How it works in practice
Coaching is structured as a three-way agreement between the individual, their manager or sponsor, and me.
At the outset, we align on the context, the areas of focus, and what progress would look like for the organisation and the individual.
The coaching conversations themselves remain confidential. This is what creates the space for honest thinking. Where it is useful, we can agree how progress is shared in a way that supports the organisation without compromising that.
Engagements typically run over three to six months, with regular one-to-one sessions and space for reflection in between.
Investment starts from £2,400 per participant for emerging leaders and managers, and from £4,500 for senior leaders and founders. Exact investment depends on scope and what the engagement needs to include. We can discuss this as part of an initial conversation.
What a client says
"Richard combines empathy with real challenge. He creates a space where you feel understood, but he will not let you stay vague or comfortable. He pushes you to be precise and intentional in how you think and act. This kind of coaching is particularly valuable for people who are already performing well but need to evolve how they think, prioritise, and advocate for themselves to operate at a higher level."
Victoria Richardson, Head of Performance and Insights, EA Geneva