I didn't set out to specialise in neurodiversity. I set out to understand why intelligent, capable people so consistently struggled to perform in environments that should have been working for them. The more closely I looked, the more clearly neurodivergence sat at the centre of that question. And the more honestly I looked, the more clearly I recognised that question wasn't only professional for me. It was personal.

I know what it's like to move through the world with a nervous system that processes things differently – to feel capable and inconsistent in the same breath, to perform brilliantly in the right conditions and struggle in ways that are hard to explain when those conditions aren't there. That experience doesn't make me a better coach by itself. But it means that when clients describe the gap between what they know they're capable of and what they can actually access, I'm not interpreting it from the outside. I understand it from the inside. That changes the quality of the conversation.

My background

My formal background spans psychology, operations and people & culture. I trained as a coach and earned ICF PCC accreditation – one of the highest internationally recognised credentials in the profession – through sustained client hours and rigorous assessment of coaching competency. I am also a UKIHCA Registered Health Coach, which means I bring a deep understanding of how physical and psychological wellbeing intersect with performance – not as a soft add-on, but as a primary lever. I'm a licensed Strengthscope and StrengthscopeTeam practitioner, trained to go beyond identifying what people are good at and into how those strengths interact, when they're accessible, and what gets in the way. I am also an Associate Member of the CIPD, which keeps me connected to the latest thinking in people development and organisational practice.

Before building my independent coaching practice, I spent years inside organisations doing this work at scale. At Cambridge University Press & Assessment, I helped build and run an internal Coaching Academy – supporting the infrastructure that made coaching accessible across a complex, multi-layered organisation. In the NHS, I delivered health and wellbeing coaching to patients navigating some of the most difficult circumstances a coaching context can present. Those environments taught me things that no training programme does: what it actually takes to build rapport under pressure, how to hold complexity without rushing to resolution, and how different every person's version of "performing well" genuinely is.

I work with individuals and organisations across the UAE and UK – and with the particular kind of person who has spent too long being told that the way they work is the problem, when the truth is usually more nuanced than that.