The term ‘executive coaching’ does not imply an organisational position and does not exclude anybody from this work. Also, the current heavy focus on coaching for ‘leadership’ is more productively interpreted as helping the individual to achieve their career aspirations and desires whatever they are.

The reasons for coaching include relationship and stakeholder management, greater effectiveness, realignment of priorities, career satisfaction and personal growth. However there are a great many reasons and in my experience dealing with whatever is of concern to the client is the the focus and needs to be dealt with in a timely manner.

Ensuring measurable effects of my coaching and consulting are a paramount focus.  I have developed and published measurement approaches in difficult areas since my time at the university. Reference to these is on the bibliography page.

Examples of my executive coaching – while ensuring confidentiality.

  • the CEO of a large Australian institution for five months prior to him taking the position at a time of organisational cultural challenge.
  • the CIO of a major health care institution for performance improvement and gaining general support among senior peers.
  • senior executives of a Federal Government Department to resolve conflict with external stakeholders.
  • senior members of the legal profession during times of change
  • the CEO of a national bank during a complex corporate period.
  • numerous individuals self-sponsored or through their organisations.

I also provide supervision for other coaches.

I maintain the ethical standards of the European Mentoring and Consulting Council, the Australian Centre for Psychoanalysis, and the International Society for Psychoanalytic Study of Organisation. I continue also to maintain the ethical standards of the Australian Institute of Company Directors on whose coaching panel I have served.


Coaching and supervision sessions are held in my office in the Melbourne CBD or online (Skype and Zoom usually). Engagement are developed and agreed during the first few sessions including interim milestones. In cases of organisational referral for coaching  (usually via Human Relations, CEO or others), it can be useful for the client, the referral person and myself to meet several times to discuss the work if the client agrees.

Duration of coaching varies but in general time limited coaching is preferred. The objectives for the coaching and their measurement (quantitative and qualitative) are developed and agreed and the number of sessions agreed. These agreements usually are completed by the second session. Time limited coaching has the advantage of maintaining focus on the objectives.