About Vicky

I work as an executive coach and leadership advisor with leaders at turning points — when something important is changing, and the existing way of operating no longer fully matches what is emerging.

Often, these moments arrive before they are fully understood.

A business may still appear successful on the surface, while internally leaders can already sense increasing complexity, strain, fragmentation, or a growing gap between what is being privately perceived and publicly expressed.

Decisions become harder to hold. Communication loses clarity. Existing strategies no longer fully explain what is happening. The future direction of the organisation becomes more difficult to navigate through technical expertise alone.

These are rarely only operational or commercial situations.

They involve leadership, judgement, communication, trust, responsibility, and the ability to think clearly together when the stakes are high.

My work creates the conditions for more coherent leadership conversations — where complexity can be explored honestly, important dynamics can become visible, and clearer decisions can emerge.

Over time, this often changes more than a single decision alone. It changes the quality of leadership itself: how people think, communicate, relate, and move forward together under pressure.

Experience shaped by real responsibility

My perspective has been shaped through more than two decades working inside businesses and organisations in senior financial, operational, and leadership roles.

I began my career at PwC before moving into international operational review and business analysis work within global media organisations, working across multiple countries, leadership cultures, and commercial environments.

Later, as owner-director of my family business, Euroway, I led the company through sustained growth, acquisitions, the global financial crisis, and its eventual sale to a Fortune 500 organisation.

Alongside this commercial experience, my work evolved increasingly toward executive coaching and leadership advisory work — supporting founders, senior leaders, and leadership teams navigating organisational change, complexity, transition, governance pressure, and high-stakes decision-making.

Since then, I have worked across a broad range of sectors — including media, arts and culture, education, governance, logistics, charities, and professional services — supporting organisations through periods of transition, restructuring, operational change, leadership evolution, and institutional complexity.

Across all of that work, one thing became increasingly clear:

Organisations are shaped as much by human dynamics as by strategy.

Leadership, culture, communication, trust, governance, pressure, and decision-making are deeply interconnected. Sustainable change rarely comes from addressing one part of the system in isolation.

That understanding shapes how I work now.

How I see the work

At the heart of my work is attention.

My approach to executive coaching is not based on fixed formulas or predetermined answers. I bring a way of seeing that is commercially experienced, psychologically aware, calm under pressure, and able to work constructively with complexity.

This means looking not only at operational questions, but at the wider dynamics influencing how leadership teams function in practice: the assumptions being carried, the pressures shaping behaviour, the conversations that are happening, and those that are not.

Often, leaders are carrying far more responsibility than is visible externally.

Part of the work is creating enough clarity, steadiness, and trust for reality to be discussed openly — without blame, performance, urgency, or defensiveness overwhelming the conversation.

As this happens, something begins to shift.

Leadership teams become more able to think together. Assumptions can be tested more honestly. Decisions become clearer and more proportionate. New possibilities emerge that were difficult to access while the organisation was operating from pressure alone.

I am particularly interested in helping organisations build forms of success that are not only commercially effective, but sustainable, intelligent, and humane.

A broader perspective

Alongside my commercial work, I am also a writer with long-standing interests in literature, culture, systems, leadership, and human behaviour.

I studied English Literature at the University of Oxford, and Creative Writing (Poetry) at Royal Holloway, University of London. My creative work continues to shape how I think, listen, and understand complexity, and allows me to express my orientation towards a better future.

For me, these worlds are not separate.

Both writing and coaching involve attention: recognising patterns, understanding what is happening beneath the surface, staying with complexity long enough for meaning to emerge, and finding language for what matters.

I am interested in how people and organisations evolve — and in the conversations that allow new futures to become possible.

Across all of my work, the underlying aim is the same:

to help people move forward with greater clarity, perspective, steadiness, and trust in what is becoming possible next.