What we actually do
Most coaching firms describe their work in vague terms. Here is ours, plainly: we sit with you for a fixed number of sessions (usually eight to twelve, spread over three to six months), identify the two or three leadership behaviours that are costing you the most, and build a concrete plan to change them. Each session runs 75 minutes. Between sessions, you complete short assignments: a difficult conversation you have been avoiding, a delegation exercise, a written reflection on a specific meeting. We review those assignments together and adjust the plan.
We work with CEOs, general managers, divisional heads, and senior project leads. About a third of our clients are people stepping into their first executive role and feeling the gap between managing tasks and leading people. Another third are experienced leaders who have hit a plateau and want an outside perspective. The rest come through organisations that fund coaching as part of a retention or succession strategy.
One-on-one leadership coaching
Eight to twelve sessions over three to six months. We focus on decision-making patterns, stakeholder management, and how you handle conflict. Sessions are held in person at our New Ivy office or via video call, whichever suits your schedule.
Team alignment workshops
A half-day or full-day facilitated session for leadership teams of four to ten people. We surface the unspoken disagreements, map each person's working style using a practical framework (not a personality quiz), and leave with written agreements on who owns what.
Transition coaching
Designed for the first 90 days of a new role. Six fortnightly sessions that cover stakeholder mapping, quick-win identification, and the shift from technical contributor to strategic leader. We have run this program for over 40 clients since 2019.
Why coaching with us works
Our lead coach, Margaret Hale, spent fourteen years in operational leadership at two ASX-listed companies before moving into coaching full-time in 2016. She has logged over 2,800 coaching hours. She holds an ICF Professional Certified Coach credential and a Graduate Diploma in Organisational Psychology from the University of Adelaide.
That background matters because it means the conversation stays grounded. When you describe a board paper that is not landing, Margaret has written dozens herself. When you talk about managing a restructure, she has been on both sides of that table.
We measure progress in observable behaviour, not just self-reported satisfaction. At the start of every engagement, we gather confidential feedback from three to five people you work closely with. At the end, we repeat that process. Clients typically see a measurable shift in at least two of their target areas.
Coaching is not therapy, and it is not mentoring. We do not give you advice on what decision to make. We help you see the patterns in how you make decisions, so you can choose deliberately instead of reacting on autopilot.
What clients say
"I came in thinking I needed help with time management. Three sessions in, I realised the real issue was that I could not say no to my CEO without feeling like I was failing. Margaret helped me practise those conversations until they felt normal."
— Damien Koh, General Manager, logistics firm, Adelaide"The 360-degree feedback at the start was uncomfortable. Hearing that my direct reports found me unpredictable was hard. But it gave us something concrete to work on, and by session eight, the same people said they felt clearer about my expectations."
— Priya Anand, Head of Product, SaaS company"I used the transition coaching program when I moved from engineering lead to CTO. The stakeholder mapping exercise alone saved me months of political missteps."
— Callum Wrenn, CTO, renewable energy startupGet in touch
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