Working with organisations
When the right things are in place but something keeps getting in the way.
Organisational development and coaching for teams navigating change
Your situation
You've redesigned the operating model. Defined the strategy. Maybe restructured the team. On paper, it should work.
But the same patterns keep showing up. Priorities compete. Decisions stall. The conversations that need to happen aren't happening.
You've tried to fix this. An away day. Bringing someone in to look at the process. Everyone watched some Simon Sinek videos. They were insightful. It helped for a while. Then the same dynamics came back.
That's because the problem usually isn't the structure. It's what's happening inside it.
My approach to change and organisation development
My approach to organisational development is rooted in Gestalt — working with what's actually happening in the system right now, not just what's on the org chart or in the strategy deck.
I help teams see what's actually going on — beneath the strategy decks and the process diagrams — and move forward together. That usually starts with diagnosis: understanding how the team actually works, not just how it's supposed to. Where decisions really get made. What's not being said. Why the same problems keep returning despite clear structures and good intentions. From there, we work on what's genuinely in the way: misalignment on what matters, competing priorities no one has reconciled, eroded trust, or simply not knowing how to work together differently now that the context has changed.
Team coaching and leadership development programmes
Surfacing what's actually going on
Diagnostic and facilitated work to understand what's blocking progress beneath the surface — what's not being said, where decisions really stall, why the same patterns keep returning despite good intentions.
Facilitating alignment and change
Working with teams to move forward together — reconciling competing priorities, bridging cross-functional divides, and making change land rather than staying on paper.
Leadership development
Coaching for leaders stepping into bigger roles, navigating complexity, or needing to lead differently — individually or as part of a broader organisational engagement.
Mia helped transform the approach and ways of working within a complex organisational context and took a facilitator leadership role that brought teams across different business areas together to problem-solve and agree on direction. Her proactive way of identifying what needed doing, and highlighting risks and issues, was invaluable to successful delivery.
Senior leader, Office for National Statistics
Why work with me
I’ve spent 15 years designing services and systems inside complex organisations — government, healthcare, financial services, criminal justice. I know what good structure looks like. I also know where it breaks down — and that’s usually not a process problem. Learn more about my background.
In my consulting days, I worked with: Office for National Statistics, Department for Environment, Food and Rural Affairs, Ministry of Justice, Scottish Government, Sainsbury's, Hargreaves Lansdown, AXA Health and others.
Wondering if this is the right fit for your organisation?
Book a free intro callFrequently Asked Questions
I work with teams who know something needs to change but can't quite get there on their own – whether you're unclear on strategic priorities, stuck in patterns that aren't working, or having the same conversation on repeat without getting anywhere.
Sessions create space to have the conversations you actually need to have – the ones that somehow never quite happen in regular meetings. The format depends on what you need – regular sessions over a few months, or focused work on a specific challenge.
We can talk through what might work for your team on an intro call.
Pricing depends on the scope — team size, number of sessions, whether we're doing team coaching, individual coaching, or both. Every engagement is scoped to your situation.
I'm happy to discuss specifics on an introductory call so we can figure out what makes sense for your team and budget.
A consultant designs the answer and hands it over. A coach helps your people develop the capability to figure it out — and keep figuring it out after the engagement ends. The goal is to build your team’s own capacity, not to create dependency on external advice.
That said, I’ve spent 15 years working as a consultant in complex organisations, so I understand the structural side and can bring that perspective when it’s useful.
