Coaching for Leaders in Health & Life Sciences
Match your leadership confidence with your technical expertise.
The Reality of Leading in Science and Healthcare Today
You've spent years mastering your technical domains. You can design complex experiments and dissect data, or make critical clinical decisions under intense pressure.
No one prepared you for the leadership challenges that come with funding pressures or the relentless demands of delivering patient care.
Whether you're leading a research team racing toward a breakthrough or managing an under-resourced clinical team, success depends on your ability to guide that team to deliver under pressure, adapt to changing circumstances, and maintain focus when the stakes are highest.
Leadership in this environment isn't optional.
How I Work
I work with researchers, clinicians, academics, and professional staff from institutions like WEHI, the University of Melbourne, MCRI, RCH, the Peter Doherty Institute, and the Peter MacCallum Cancer Centre. This focus means I understand the specific pressures of your world—the funding cycles, the resourcing constraints, the publication pressures, the complex dynamics between individual achievement and team success.
Our sessions cut through the noise to focus on what matters and give you the confidence to lead your complex environment with intention and purpose.
The Conversations That Matter
The questions we tackle aren't abstract leadership theories, they're concrete challenges that demand practical solutions:
When research deadlines meet clinical demands: "I'm trying to complete a critical study while managing a clinical caseload. My research assistants need guidance, but my patients need me to be present. How do I give both the attention they deserve?"
When funding pressure meets patient care: "We just lost a major grant, which means staffing cuts. How do I maintain team morale while ensuring patient safety isn't compromised?"
When expertise meets leadership expectations: "I can diagnose complex conditions and design elegant studies, but I feel like I'm improvising when it comes to leading people. How do I build the same confidence in leadership that I have clinically?"
When difficult conversations can't wait: "My senior registrar is technically excellent but dismissive with junior staff. In research, we can debate methodology endlessly, but when it comes to interpersonal issues, everyone expects me to just 'handle it.' How do I have these conversations effectively?"
When institutional pressures collide: "I need to advocate for my team's research priorities and clinical needs while maintaining relationships with administration and senior colleagues who control resources. How do I navigate this without compromising anyone?"
The Difference This Makes
Leaders who work with me don't just become better at managing people. They learn to spot the behaviours that undermine team performance (their own and others) and address them before small issues become major obstacles.
The goal is to help you lead with confidence and precision, so your team can do their best work when it matters most.
