How do you measure the impact of coaching or mentoring?

We set the measures in the contract at the start - typically combining a behavioural indicator (an observable change in the leader's behaviour), an organizational indicator (e.g. team turnover, decision cycle time), and the leader's self-assessment. Without an agreed measure, there's nothing to hold anyone accountable to.

Can coaching be funded by the company and invoiced?

Yes. When funded by an organization, the standard is a three-way contract and a VAT invoice issued to the company.

What if the leader doesn't want coaching but the company is sending them anyway?

Then the process won't start - and it's better to establish that in the free initial call than after three paid sessions. Coaching imposed as a sanction doesn't work, and I say that to the sponsor directly.

For organizations, HR and sponsors

You're buying coaching or mentoring for someone else. Here's exactly what you get.

Q: Will we get a report from the sessions?

No. The sponsor receives information on progress against the goals set out in the contract - never the content of the sessions. That's not a courtesy to the leader; it's the condition without which they won't tell the truth, and the company will pay for theatre instead of real change.

This page is for the person making the purchasing decision and who'll have to justify it: an HR business partner, a head of people, a manager, or a board member. No marketing - just rules, boundaries and how billing works.

The basic principle

The triangle: sponsor, leader, coach

Three parties, one contract. This setup resolves the core conflict of buying coaching: the company needs accountability, and the leader needs safety. One doesn't have to rule out the other, as long as the boundary is set in writing.

The ICF Code of Ethics: confidentiality isn't a courtesy - it's a condition for the work to function.

The sponsor gets

Involvement in setting goals at the start
Progress updates against those goals
A closing session and outcome review
A flag if the goal stops being realistic
An invoice and organized documentation

The sponsor doesn't get

Session content - in any form
An assessment of the leader or an opinion on their future
Information for disciplinary proceedings
Notes, recordings, transcripts
An answer to "what did they say?"

Accountability

How we measure whether it worked

We set the measure in the contract before we start - otherwise, six sessions in, all that's left is an impression. In practice we combine three levels:

Behavioural - an observable change in the leader's behaviour, described concretely ("addresses performance deviations within a week," not "communicates better").
Organizational - an indicator the company already tracks: team turnover, decision-cycle time, engagement survey scores, implementation timeliness.
Leader self-assessment - a starting and ending point on a scale set during contracting.

When I'll say "no"

I won't take on a process where coaching is meant to be a tool for sanctions, or part of documenting a termination. I also won't take on a process where the leader is being sent against their will - it shows on the first session and ends with a wasted budget. If the problem lies in the structure of the organization rather than in the leader, I'll say so in the initial call - sometimes the better fit is mentoring, or a workshop for the whole team, not individual coaching.

B2B engagement types

What you can book with me

1:1 · ICF

Executive coaching

A process for a board member, director, or high-potential manager. Three-way contract, measurable goals, no ready-made solutions handed over.

See more → 1:1 · Experience

Mentoring

For situations where a proven path matters more than questions alone - I share my own experience from 20 years in executive roles directly.

See more → Team

Workshops for teams in change

Effective communication, a proactive mindset, leading a team through transformation. Scope matched to the organization's needs.

Get in touch →

FAQ for sponsors

Questions HR asks

Will we get a report from the sessions?

No. You receive information on progress against the contracted goals - never the content. That's not my courtesy to the leader; it's the condition without which they won't tell the truth, and you'll pay for theatre.

What does contracting look like?

A three-way meeting (sponsor, leader, me), usually 60 minutes. We set goals, measures, timeframes, the confidentiality boundary, and how we'll report progress. We leave with a single document that all three parties sign.

How long does it take and what does it cost?

The standard process is a basic package (6 sessions, about 3 months) or a full package (10 sessions, about 5 months). Pricing depends on the level of the role and the scope - I provide it after the initial call, in writing, with ranges for different options.

How is this different from a large training firm?

I don't have a network of trainers or a pre-packaged programme to roll out. I run every process personally, I hold an ICF accreditation, and I spent 20 years in executive roles at Gates, International Paper, Xerox and Atos. That limits my scale, and it's deliberate.

Invoicing, data protection, contract?

VAT invoice to the company. Data processing rules - in line with the privacy policy. I send the paperwork before we start, not after.

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