What the shift looks like in practice.
These are real engagements with senior and mid-level leaders navigating growth, transition, and increasing complexity. The challenges look different at every stage. The shift is always the same from a leader who is still carrying everything, to one who leads with clarity, builds capable teams, and creates organisations that perform under pressure.
What leaders typically bring to this work.
-
Leadership identity and confidence
-
Strategic clarity and decision making
-
Delegation, prioritisation and capacity building
-
Reducing self-pressure and leading with greater focus
-
Influence, communication and stakeholder alignment
-
Navigating change, uncertainty and increased responsibility
-
Building team effectiveness and cross-functional collaboration
-
Building organisations that perform without the founder in every room
“Your listening skills are incredible. Your questions get me to the core quickly. Every session brings clarity and meaningful breakthroughs.”
01
Strengthening Leadership Clarity & Influence
Leadership Level: Senior Sector: Not‑for‑profit Engagement: 6 months
Challenge: A high‑achieving leader was experiencing internal pressure, impostor syndrome and uncertainty around strategic communication with stakeholders. Sabotaging beliefs and high expectations were affecting confidence and decision‑making.
Outcome:
-
Increased clarity and confidence
-
Ability to get to the core of issues quickly
-
Reduced self‑pressure and healthier expectations
-
Insights applied across work and life
-
Renewed sense of grounded leadership
02
Rebalancing Work, Leadership & Well‑Being
Leadership Level: Mid
Sector: Technology
Engagement: 10 months
Challenge: The client was consistently overextended — juggling demanding projects, restructuring and pressure to perform. They struggled with boundaries, prioritisation and well‑being, leading to reactive habits and stress across work and life.
Outcome:
-
Implemented sustainable well‑being and boundary strategies
-
Increased awareness of self‑sabotaging patterns
-
Improved leadership communication
-
Built strategies for leading through uncertainty
-
Greater clarity on personal and professional goals
-
Shifted from reactive habits to intentional leadership
“Martina challenged my thinking in just the right way, helping me break through old habits and move closer to unlocking the potential I’m aiming for.”
“Your guidance around delegation, prioritisation and leading through uncertainty has been invaluable.”
03
Stepping Into Senior Leadership
Leadership Level: Senior
Sector: Not‑for‑profit
Engagement: 12 months
Challenge: Promoted during restructuring, the client struggled to shift from doer to enabler. Delegation, confidence and leadership identity were unclear, and self‑sabotaging beliefs reinforced old habits.
Outcome:
-
Reduced self‑sabotaging thought patterns
-
Increased confidence in a senior role
-
Clearer leadership identity and direction
-
Improved delegation and time management
-
More space for strategic priorities
04
Goal Clarity,
Strategic Direction & Leadership Presence
Leadership Level: Senior to Executive
Sector: Technology
Engagement: 6 months
Challenge: A high‑achieving leader faced internal pressure, competing ambitions and uncertainty around their next strategic move. High expectations and the need for staying in control clouded decision‑making.
Outcome:
-
Renewed clarity on direction and next steps
-
Stronger alignment with personal values
-
Reduced internal pressure
-
Greater access to presence and strategic thinking
-
Increased motivation and momentum
“You consistently asked the right question at the right moment, helping me to reflect, cut through uncertainty and reconnect with my core values.”
Building Team Cohesion in a
High-Pressure Environment.
05
Sector: Customer Service / Call Centre
Engagement: 3‑session Team Coaching Series with Pre-Session Diagnostic
Challenge:
A shift‑based customer call centre team struggled to connect as a collective. Fragmented communication, inconsistent processes and unspoken tensions were impacting performance. The team needed a shared language, clearer alignment and a way to improve collaboration despite limited time together.
Outcome:
• Developed a shared language for team effectiveness using the PERILL framework
• Surfaced long‑held but unspoken tensions and turned them into clear focus areas
• Strengthened collaboration and decision‑making across rotating shifts
• Increased ownership of process and system improvements
• Built a stronger sense of team identity and cohesion despite time constraints
“ Using the PERILL framework helped us finally name what wasn’t working and agree on how to move forward together.”
Are you leading your company or running it?
Start with a conversation.
