How The Latitude Practice can support your organisation
I work with CHROs, Talent Directors and Executives to understand leadership challenges and build capability in line with the needs of the business at executive, senior leader and high potential levels.
This includes executive coaching, leadership role transitions, creating high performing teams and wider talent challenges.
There are three common themes in terms of how I help clients:
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Many leaders stall when faced with moving from technical expert to strategic leader. The cause often isn’t a lack of talent, it’s a lack of consistent, constructive feedback.
I help ensure leaders get challenging, tailored development aligned to their needs.
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Leaders moving into new executive roles have to process a number of elements, such as how to prioritise their time, whether to make changes early or wait to understand context, how to flex style for Boards and Regulators, being an executive team member, leading their new team and managing any legacy responsibilities to name a few.
I help organisations accelerate those transitions and connect the dots across hiring feedback, psychometrics, development plans and onboarding, so nothing gets lost between the stages.
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Succession planning too often becomes a compliance exercise, with executives misaligned on who their key talent really is and a lack of clear process and content to provide consistent development feedback.
I work with executive teams to build alignment on your future pipeline and their development needs. This then informs tailored executive coaching to increase leadership performance, strengthen succession for your most business-critical roles and reduce spend on generic programmes that don't fit individual needs.
“Tailored executive coaching and customised assimilation plans have been shown to double the likelihood of a successful leadership transition, yet only around one-third of organisations use them.”
McKinsey, 2018-2025
What The Latitude Practice can offer
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My approach for high potential leader coaching sits between time (and budget) intensive 1:1 executive coaching and scaled online coaching platforms, which can lack the organisational context, individual understanding and clear return on investment.
I consult with Executives, Boards and People functions to gather context, without draining people's time, then bring those insights directly into 121 coaching assignments with an agreed group of leaders.
This gives Executives and People teams assurance that individuals on leadership teams and succession plans are getting challenging, constructive development aligned to organisational and individual needs.
The individuals get a confidential space to explore their ambitions, strengths, blind spots, and the broader things that also impact potential, from imposter syndrome to managing family dynamics and wellbeing.
As the overall programme ends, I work with the People functions and Executives as appropriate, to provide input into how longer term development needs can continue to be supported.
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An end-to-end service working with the individual leader, hiring leader and People function to define role priorities, capture feedback from the hiring process, establish a clear development and transition plan and then work with the new leader over the first six months in role.
This includes translating role requirements, psychometric reports where available, interview feedback and regulatory development obligations into a bespoke 6-month onboarding plan — covering prioritisation of time, team assessment, stakeholder mapping and next steps.
This gives organisations confidence that individuals are getting genuinely tailored support to land well in role to reduce transition risk — while the individual gets a sounding board through moments of challenge, and the tools to navigate the complexity they face as a new in role senior leader.
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What The Latitude Practice can offer your organisation:
Working with People functions to sharpen talent models and approaches that have drifted into process for its own sake, reconnecting them to what the business actually needs from its people.
Providing an external voice to facilitate the challenging succession conversations that sometimes are avoided — grounded in the critical roles and capabilities your business will need next, not the ones already on the org. chart.
Masterclass and programme design services to build critical leadership capability in a time-poor, cost-constrained world.
Support for Executives to design and facilitate leadership team off sites to ensure outcomes are defined and met, and development is conducted in service of live business priorities and not in isolation.
Industry background
Before setting up The Latitude Practice my background was in Financial Services (QBE) and Consulting (Deloitte). While at Deloitte I focused mainly on the Technology, Media and Telco sector (Apple, BT and Liberty Global). I was however able to work with a wide range of organisations such as RBS, Unilever, Shell, IHG and TfL.
In terms of who I coach today, they come from a wide range of backgrounds including Big Four consultants, Insurance, Pharma and Tech start ups.
While industry knowledge is valuable, from my experience I believe good coaches and consultants can work across industries. I would welcome conversations with clients from across the Private, Public and Third sectors.
“It was a real pleasure transitioning into the role with your support, guidance, wisdom and a healthy dose of humour too!”
— Group Chief Underwriting Officer, Global InsurerWhat sets The Latitude Practice apart
The Latitude Practice sits somewhere between the purist, time and budget intensive executive coaching and the providers offering access to large banks of coaches remotely on a more transactional basis.
Using senior HR director and consulting experience, I efficiently work with CEOs, Executives, Boards and People functions to understand wider business and individual context. I then provide non judgemental executive and career coaching across key populations in line with what companies need from their leaders.
Investing time to understand context
Coaching and development more broadly rarely works in a vacuum.
I partner with Executives, Boards and the People function to understand context, as this is key to ensuring the coaching results in lasting changes that will shift business performance.
Being a strategic sounding board, not just a coach
I bring deep expertise across coaching, leadership development, recruitment and succession planning, senior leadership roles and consulting.
This means I am well placed to be a sounding board and strategic advisor to leadership teams and People functions on wider development issues.
Seeing both sides of the coaching contract
Having experience of hiring many coaches and consultants over the years I understand the difference between what looks good on paper and what actually shifts leadership performance. Coaching is a powerful development option but it isn’t always the right one for certain individuals and certain times.
I always seek to partner with People and HR functions, providing honest feedback on what is working well, where we might be able to add more value, or where a change will benefit the individual and wider organisation.
Focus on outcomes, not process
While I follow the ICF competency framework for coaching, we are not wedded to any specific process or framework.
All services are genuinely customised to your needs.