A career built on hiring, leading and helping people progress.
It began with colleagues, not a business plan.
Long before there was any plan to coach professionally, colleagues would ask me for help with a CV before a promotion round, or a run-through before a big interview. That informal help had a habit of working: colleagues moved into new roles and got promoted, more often than felt like coincidence.
Then it became personal. Both my daughters, and a niece, went through the same process on their way out of university: working out what they were actually capable of and interested in, rebuilding a CV around it, and preparing properly for tests, assessment centres and interviews that nobody at their university had prepared them for.
“The method came after the results, not before. It was named once it was clear the same process kept working.”
Coaching built on real hiring experience, not theory.
Alongside this, my own career: a 30-year career spanning earlier commercial roles and senior technology leadership in public and private sector organisations. I've led national-scale digital transformation programmes, talked suppliers, regulators and executives through major incidents and cyber scares, managed budgets and supplier relationships running into tens of millions, and hired and grown multidisciplinary teams ranging from a handful of people to organisations of several hundred, across Europe, Africa, Asia Pacific and the Americas. I've sat on the panel side of the table at board and executive committee level, for senior appointments as well as first jobs.
I moved to the UK from Portugal at the start of my career, so I've also sat on the other side of that table myself: the candidate proving myself in a second language, in a system that wasn't built with me in mind, more than once. That's part of why this work matters to me.
That's what this coaching is built on. It reflects what employers actually look for at each stage of a process, from the first screening call through to a final panel, not generic advice.
I've done this from both sides, not read about it.
Most career advice comes from one side of the interview table. Mine comes from both, and I still remember exactly what each one feels like.
As the candidate
I've been the one across the desk, nervous, second-guessing every answer, working out what a panel actually wanted to hear:
- Job applications that went nowhere until I worked out why
- First-round and final-round interviews, more than once in a second language
- Psychometric and situational judgement tests
- Full-day assessment centres, group exercises included
- Formal panel interviews and presentations, board included
As the hiring panel
And I've been the one deciding, as part of my leadership roles, on the other side of that same process:
- Running recruitment campaigns with recruiters, HR and line managers
- Sifting hundreds of CVs and applications down to a shortlist
- Writing interview questions, including behavioural and competency-based ones
- Scoring and calibrating candidates against a structured framework
- Designing assessment days and exercises
- Sitting as an assessor and on interview panels, up to board level
That's the difference this makes. I know what's going through a panel's mind on the other side of the desk, because I've been the panel. And I know exactly what it feels like to be the one waiting for their decision, because I've been that too.
“The same process, run properly, works more than once. That's the whole basis of this.”
Real outcomes, repeated, not a one-off success story.
What makes this different from a single good result is repetition. The same 1:1 process took one graduate into teaching, then, three years later, into a second teaching role. It took another through a placement at BMW Mini and then a graduate role at CGI. It took a third from a first job into a move to a global technology consultancy a year later. Most recently, I supported Kiran, a GP practice manager for over fifteen years, into a hospital role managing medical secretaries, rotas and administrative support staff.
Four confirmed results across two career tracks, one process. That's the clearest, most provable part of my track record, and it's why every case is documented in detail on the results page. The same method, pace and price adjusted, is what I now offer to professionals changing roles or chasing a promotion, and to senior leaders navigating an executive-level move.
See the full results →Direct, individual, and confidential.
Individual coaching is 1:1 and confidential, and I run every session myself. The graduate Core programme is delivered in a small group; personal documents and private circumstances are discussed individually. Nothing discussed in a session, and no document you share, is passed on or referenced elsewhere without your permission, including if you're a parent purchasing support for a graduate; the coaching relationship itself stays directly with the person being coached.
One thing worth being upfront about: coaching sharpens your positioning, your preparation and your performance, but it cannot guarantee a specific offer. What it can do is put you in front of a panel having done the work that most candidates skip.
Want to talk it through first?
A complimentary 20-minute consultation to talk about where things stand and whether this is the right fit.