What I doTechnology Leader Coach
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What I do
One-to-one coaching for CTOs, directors and the people about to become them. The job beyond the title.
Nobody tells you that the promotion changes the job completely. The skills that got you here stop working, the audience changes, and the loneliness is real. I have done the role, and I coach the people doing it now: in confidence, in plain language, with someone who has sat in the chair.
Who this is for
New in post
First technology role on the exec team, or first time with a team of teams. The first ninety days matter.
Established, stuck
The board does not hear you, the business sees a cost centre, and you cannot work out what to change.
Next step
CTO, CIO, COO, portfolio, your own thing. Thinking it through with someone who has made the choices.
The room behind the door
Walk through the door and this is the room you are standing in. Every product in it, whichever you choose, draws on all 7. The pillars do not change; what you buy does. Move over one to see what it means in practice.
Area 01 of 07
Who you are now the title has changed, and what to let go of. The engineer who needs to stop engineering, the manager who needs to lead.
Area 02 of 07
Making technology land with boards, CFOs and customers. Saying it in their language, and knowing which three things to say.
Area 03 of 07
The decisions only you can make: build or buy, who to back, when to stop a programme. Making them well, and making them quickly.
Area 04 of 07
Shape, roles, rhythm and the hard conversations. Building a team that works without you in every meeting.
Area 05 of 07
Getting things over the line in a real organisation with real politics, without burning the people doing it.
Area 06 of 07
Enough depth across product, data, infrastructure, security and AI to lead all of it, and to know when to lean on specialists.
Area 07 of 07
Pressure, pace, and the long game. Staying well, staying sharp, and designing the career rather than drifting through it.
What you can buy in this room
Each one stands on the pillars above. Move over a product to see who it is for, what you get, how we engage and how long it takes.
Product 1 of 6
Ninety minutes against the Role Maturity Curve, with a written read-back afterwards.
Product 2 of 6
Fortnightly coaching across the first hundred days in a new seat.
Product 3 of 6
Six months alongside a leader already in post.
Product 4 of 6
Twelve weeks with eight to ten peers stepping up to executive level or going fractional.
Product 5 of 6
The line stays open: a session a month, and access when something lands badly.
Product 6 of 6
A half day for executive teams on leading people and decisions in an AI-governed world.
Every product here is a starting shape. The scope, the duration and the way we engage flex to your environment; the deliverables stay defined. Tell me where it does not fit and I will shape it, or tell you plainly that something else would serve you better.
Questions
One-to-one coaching for CTOs, IT directors and new technology leaders, from someone who has held the seat. It focuses on the first hundred days, on the seat itself, and on the move from managing technology to leading people, decisions and the board.
CTOs, IT directors, heads of technology, and senior leaders stepping up to executive level or considering going fractional.
Mentoring passes on experience. Coaching helps you find and test your own answers. Here you get both: I have held the seat, so I can share what I learned, and the work is structured around the Role Maturity Curve so progress is visible.
The Maturity Read is a single ninety minute session from £450. The Hundred Days is fortnightly coaching across the first hundred days in a new seat, from £3.5k. The Seat is six months alongside a leader already in post, from £6.5k. The Cohort is twelve weeks with eight to ten peers, from £1.8k a seat. On Call keeps the line open, from £750 a month.
Yes. Leading in an AI World is a half day for executive teams on leading people and decisions in an AI-governed world, from £1.8k.
Book a thirty minute call. It is online, with no pitch deck, and you will leave knowing which format fits.
Not sure this is the right door?
Sometimes the honest answer is that the organisation needs a fractional CTO, not that you need a coach. The first call is where we work that out.