Coaching that emerged from real experience
After building a successful scientific career—I faced my own crossroads. The transition from research leader to organisational change leader revealed something crucial: theoretical know-how, technical insights and good management don’t create meaningful change.
Leading restructures, developing talent, navigating complex stakeholder dynamics—these types of experiences expose patterns about how transformation actually works. It happens from the inside out. It requires courage to examine assumptions. It demands space to discover what genuinely matters to you, not what you think should matter.
This understanding challenged me to evolve beyond traditional management and leadership paradigms. I had to learn to hold space for uncertainty rather than rush to solutions. To trust team leaders and team members’ capacity for insight rather than provide all the answers. To create psychological safety where people could experiment, make mistakes, and grow. Through this journey, I discovered how truly effective leadership, organisations, consortia and teams are built—not through directive management but by creating conditions where people can bring their whole selves to work.
This evolution ultimately led to a choice: continue the established path or build something more aligned with my core values and what was emerging; recognising that my most meaningful contribution lies in creating space for others to discover and navigate their own paths. This understanding of what enables genuine transformation now shapes how I approach coaching—not directing from my experience, but creating conditions where your own insights can emerge.
