About
Future is negotiable. Systems can be redesigned. Relationships can shift. New opportunities can emerge. But the challenge isn't knowing what's possible—it's actually doing something about it when the stakes are high and the path isn't clear. That's what FIELD is for.
Meet Mia
I'm Mia Kos. For 15 years I worked as a consultant on some genuinely difficult projects — the kind organisations bring someone in for when things are complex, the stakes are high, and the path forward isn't obvious.
I was usually trusted with more than my title suggested. That meant cutting through ambiguity when no one quite agreed on the problem yet and working across teams with conflicting priorities and competing agendas — people who didn't always want to be in the same room, let alone pulling in the same direction.
The projects varied enormously: the UK Census. Data collection systems for Defra, serving hundreds of thousands of users. Research with people going through cancer treatment. Compliance work for one of the UK's largest financial services firms. But the challenge was the same: high stakes, no obvious answers, and the need to bring people with very different interests to a shared way forward.
Why coaching?
Facilitating Liberating Structures workshop at the Government Digital Service (GDS), London
Most of the leaders I worked with weren't short of ideas or capability. What got in the way was usually clarity — on what actually needed to change, who needed to be brought along, and where to start.
As an independent consultant, I was never the one with the org chart authority. Everything depended on being able to earn trust quickly and influence without formal authority.
What I kept noticing, across all of it, was that the technical side — the strategy, the system, the plan — was rarely what made or broke things. It was almost always the human side. How decisions got made. What behaviours got incentivised. Whether a team had a shared sense of direction or were quietly pulling against each other.
That's what drew me to coaching. Today, I bring that experience into leadership and team coaching, and organisation development work.
Background
My coaching draws on Gestalt and Solution-Focused approaches, both of which suit the kind of work I do now — less about giving answers, more about helping people see their situation more clearly and find their own way forward. I completed ICF-accredited coach training at Solutions Academy and organisational development training at the Gestalt Centre London.
But the real training was the 15 years before that. Working inside complex organisations, on high-stakes projects — that's where I learned what actually helps people move forward, and what doesn't. Over the years I've worked with 50+ multidisciplinary teams across the UK, US, and EU. I've spent a long time paying close attention to how organisations really work, and what gets in the way of good people doing their best work.
My approach to coaching and change
I work with individuals and organisations, and the two are more connected than they might appear. How a team functions is shaped by the people in it — their patterns, their relationships, how they navigate difficulty. And how an individual leads is inseparable from the system they're operating in. Whether I'm working with one person or a whole team, I'm always paying attention to the individual and the system.
