Your leadership is capable.
And yet, something isn't as it should be…
It might be performance that isn't moving the way it should. Friction that's hard to locate precisely. A sense that decisions are being made, directions are being set — and somewhere between leadership and the day-to-day reality of teams, something is getting lost.
This isn't usually a failure of strategy or intent. It's one of the most common and least discussed challenges in organisational life. And it tends to surface through symptoms rather than causes — which makes it harder to address directly.
I work with senior leaders at this point. Not to arrive with a diagnosis, but to help create the conditions for a clearer view of what's actually happening — and what might shift as a result.
Sometimes that work sits alongside an existing change initiative. Sometimes it comes before any formal programme has been decided. Often it begins with a single conversation that turns out to be more useful than expected.
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The situation: You've set the direction. So why isn't it landing?
Your managers are being asked to lead change from the middle. New tools, new expectations, new mandates arrive from above. Resistance, uncertainty, and uneven capability sit below. Somewhere between the two, they're expected to make it all work.
This is the most pressured position in an organisation right now. And most of them are navigating it without adequate support — not because leadership doesn't care, but because the gap between strategic intent and operational reality is genuinely difficult to see from the top.
AI is accelerating this pressure considerably. But it isn't the cause of it. Organisations have always struggled to translate good decisions into changed behaviour. What's different now is the pace — and the cost of the gap remaining unaddressed.
The organisations I tend to work with aren't failing. They're capable, often innovative, and led by people who are paying close attention. What they share is a gap between what's been decided and what's actually happening day to day — and a growing sense that something beyond structural solutions is needed.
How I work: Not another framework. A different kind of attention.
Most approaches to organisational change focus on systems, structures, and strategy. Those matter. But they rarely explain why change stalls — or what to do when it does.
I work directly with what sits underneath: the hesitation in key moments, the unspoken assumptions, the patterns of thinking that no longer fit the situation, the pressure that narrows how people respond.
I spent fifteen years inside commercial and technical environments — in startups moving through acquisition, in global teams under sustained pressure, in high-stakes client conversations where the gap between what was said and what was heard determined the outcome.
Alongside that, I've spent a decade training in coaching and psychology, and working with leaders and teams — from global software companies to fast-growing internet businesses — on how they think, decide, and operate under pressure.
Where I typically work
When something isn't translating
Capable leadership, clear direction — and yet something between intention and execution keeps getting lost. Working with senior teams to surface what's actually happening and what needs to shift.
When change isn't landing
A transformation initiative is moving structurally, but behaviour isn't changing. Working alongside organisations or consultancies on the human side of adoption — where the real friction lives.
When managers are caught in the middle
Mid-level leaders absorbing top-down pressure while managing ground-level resistance — with neither direction giving them what they need.
When leadership needs to step back
Creating space — often in nature, in the Alps — for senior teams to think more clearly and reconnect to what matters in the decisions ahead. Immersive offsites designed for working leaders.
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What people say about the work
"Tom has a remarkable ability to get to the root of challenges through thoughtful inquiry and conversation. His questions bring clarity to complex situations and often unlock new perspectives and potential. His coaching improved my decision-making, strengthened my confidence, and helped me grow as a leader during a period of significant responsibility and organisational complexity. Tom brings a calm, thoughtful presence and a genuinely positive energy to every conversation."
— Tech Lead of Leads & Account Manager, global web technology company
"Tom came to our company offsite and ran a communication skills workshop with the whole team. He quickly built trust and connection with everyone, and presented the topic in an easy to understand way. He got us actively involved in self-reflection and team discussions. I am really grateful for the experience, learning and the tools that we all took away from the day."
— Max Laemmle, team offsite participant
Background: Where this work comes from
Before this work, I spent fifteen years in the technology and telecoms industry — in technical sales, leading international teams, and working closely with customers to solve complex problems under pressure. I've been part of startups moving through acquisition into larger organisations.
Over time, I trained in coaching and psychology, and have spent the past decade working with individuals, teams and organisations on how they think, decide, and operate when it matters most.
I live and work from Chamonix, in the French Alps. The mountains are not incidental to this work. They're part of how I think about clarity, perspective, and the kind of conditions that allow people to see things differently.
Credentials: 15 years in technology & telecoms · MSc Psychology · PGDip Behaviour Change & Wellbeing · ICF PCC accredited coach · Team coaching certified · International Mountain Leader
A conversation worth having
If something here resonates — even partially, even tentatively — I'd welcome a focused 30-minute conversation. Not a pitch, and not a discovery call in the usual sense. A genuine outside perspective on something you're currently navigating. No obligation, and useful on its own terms regardless of what follows.
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