About

Most of the women who arrive here are not looking for inspiration or improvement.

They are already operating at a high level. They are experienced, capable, and accustomed to carrying complexity and responsibility. What brings them to this work is not a lack of skill or ambition, but the recognition that something about how they have been working no longer holds in the same way.

They are often navigating roles that demand sustained visibility, decisiveness, and emotional containment. Over time, the strategies that once enabled success can begin to quietly constrain it. Capacity narrows. Clarity becomes harder to access. Effort increases, but the return diminishes.

The Leading Edge exists to meet women at this point — not to push them forward, but to help them understand what is happening and to help them meet what is being asked of them now.

Why this work, and why this approach

This work is grounded in a simple recognition: we do not leave our histories, adaptations, or nervous systems at the door when we step into professional life.

In demanding environments, particularly those that reward endurance and over-functioning, earlier patterns of coping and performance are often reactivated. These patterns are intelligent. They deliver results. But they can also become costly when the conditions that shaped them no longer apply.

Much conventional professional development focuses on strategy, mindset, or optimisation. Therapy, when offered, often addresses personal distress in isolation from professional context. The work here sits at the meeting point of those worlds.

It is concerned with how internal systems shape professional capacity — and with what becomes possible when those systems are understood rather than overridden.

My role in this

My role is not to motivate, fix, or optimise you.

It is to help you interpret what is happening beneath familiar patterns of effort, so that you can navigate this transition with clarity rather than self-judgement.

I bring together clinical, developmental, and organisational experience in service of that task. This allows me to work at the level of internal organisation and external reality at the same time — attending to how your system responds under pressure, while remaining grounded in the demands of your professional life.

The work is careful, paced, and exacting where it needs to be. It does not aim to remove difficulty, but to restore access to choice, creativity, and sustainable authority

Professional grounding

My work is informed by experience on both sides of the professional divide.

Alongside years spent in senior leadership and management roles, I have trained extensively in integrative psychotherapy, EMDR, and ICF-credentialed coaching. Rather than approaching these disciplines separately, I work at their intersection — where nervous system regulation, psychological adaptation, and professional performance meet.

This allows the work to address internal systems shaped by sustained responsibility and pressure, while remaining grounded in the realities of high-stakes professional environments. It means we do not have to choose between depth and practicality, or between personal history and professional context.

The work can therefore stay precise without becoming reductive, and compassionate without losing rigour.

How the work is held

The Leading Edge offers both individual and small-group work, depending on what best supports the phase you are in.

Some women need a private, confidential space where nothing has to be managed or performed. Others find that careful, facilitated group work offers a powerful counter to the isolation that often accompanies senior roles.

In all cases, the emphasis is the same: orientation rather than acceleration, containment rather than pressure, and development that respects timing rather than forcing outcomes.

A note on readiness

This work is not about readiness in the sense of being “broken enough” or “burnt out enough”.

It is for women who recognise that the internal systems that once enabled success are beginning to ask for reorganisation — and who want to meet that moment with intelligence rather than endurance.

If you recognise yourself here, you are welcome to explore the work further, or to begin with a conversation when it feels right.

There is no urgency.