Throughout my career as a HR leader, I witnessed first hand the immense potential for individual growth and development within organisations. I often played a significant role in designing and implementing various talent  programs and initiatives. While these initiatives positively impacted employees, I felt a desire to go beyond the surface-level changes and truly make a profound and lasting impact.

This desire was rooted in recognising that intrinsic value and potential in senior executives often goes unfulfilled. Leaders are not solely the product of their education, background and experience; they are also unique individuals with aspirations, dreams, and often untapped abilities waiting to be unleashed. I wanted to play a more direct and personal role in guiding them toward realising their full potential.