I am an executive who develops executives.

It is for senior leaders who want to change how they actually operate, not just how they come across, and for the organisations developing them. For an established company, that usually means the senior middle managers who will become your executives. For a fast-growing company, it means the founder and the people promoted quickly as the business grew.

This is developmental work, not therapy and not diagnosis. If something comes up that needs clinical support, I will tell you and suggest you speak to your doctor or a qualified professional.

Mainstream coaching is, by design, non-directive: it asks you the questions so that you find the answers yourself. When the pattern driving a leader’s behaviour sits below their awareness, asking them to work it out from inside that same awareness cannot reach it.

I do not rely on what a leader tells me about themselves. I begin with an honest, structured read of where they actually are, using detailed assessments, and work on the beliefs underneath the behaviour, so the change holds under pressure.

No. I am an executive who develops executives. I spent twenty-seven years at Cisco and finished as an EMEA vice president, so this is senior working with senior.

Much development money is spent at the point of promotion, which is the point at which a person is least willing to change. The earlier a leader is developed, the better the executive they become.

Thirteen assessments, worked through one at a time in your own time. Most are multiple choice, and each takes from fifteen minutes to two hours. Then a one-hour video call every week for the first eight weeks, once a month until the six months are up, and a daily practice to hold the change between sessions.

In my experience, an hour with me gives you several hours back. The key to changing the way your brain operates is consistency and repetition over time. I do not offer snake oil or false promises. I offer long-term change that makes a marked difference to your life.

Each assessment builds on the last, and the space between them matters, because the findings need time to settle before the next one starts. Behaviour becomes durable through repetition. That is why this takes six months rather than six weeks.

Nobody can see their own blind spots from the inside, and people inside an organisation rarely say what they see. When Zenger Folkman studied 360-degree feedback on around sixty-nine thousand managers, leaders’ views of themselves routinely failed to match how others saw them, and the weakest leaders overrated themselves the most.

An outside view, backed by structured assessment, reaches what internal conversations do not.

Choosing to address long-held beliefs that hold you back can be challenging, but it is rewarding.

This work stays confidential between us. If your organisation is sponsoring it, we agree at the start what, if anything, is reported back, and the detail of what you discover stays with you.

Yes. I am based in Rome and work by video with leaders wherever they are. The assessments are completed online in your own time, and every session is a one-hour video call.

I am happy to travel to work with you in person when required, and I endeavour to find time slots that work for you. Weekly attendance in the first few weeks is critical for this development to be effective.

This only works if the person wants it. If they are being sent and they are reluctant, it will fail, and I would rather tell you that than take the work. What I can do is have a call with them first. I will show them what the programme is, why it is different from the development they have had before, and why it might be of interest to them. Whether they go ahead is then their choice.