The CEO’s story

The CEO’s story

Support to develop better self-awareness and meet personal aspirations

The CEO’s story - “So many ideas – but we can’t agree how to realise them”

Chris, the CEO of a thriving design studio, was struggling to balance his creative output with the demands of running his own business. His team was finding it hard to realise their many ideas and translate them into further business success. When Chris approached Julia for help in reaching his goals, it began as a one-on-one arrangement, but developed into group coaching with other senior members of the team.

Chris and Julia agreed to talk every two weeks, to create a sense of urgency and help Chris to stay focused on his aspirations and goals to grow and expand the design business.

When the coaching sessions began they were very much focused on Chris’s position within his company and how his drive had brought him to a place where his creative talents could support not just him and his family, but other people too.  As that first session went on and Julia began to ask more questions about Chris’s childhood, a number of important issues began to emerge.

“I’m the youngest of two sons. And sometimes I feel like nothing I ever do will be good enough. My older brother does what our father would call ‘A proper job.’ Me? I feel like I’m ‘just drawing’. And I feel that it’s never quite enough, there is always more I could – or should – be doing.”

Chris was walking a fine line between the pressure to be perfect and feelings of ‘it’s not good enough – so why bother?’ A cognitive dissonance that was causing him great distress. To explore this in a safe and contained way, Julia asked Chris to complete a transactional analysis questionnaire.

The aim of this work was to uncover Chris’s drivers, the unconscious internal pressures that influence his actions and make him behave in a certain way.

“As we looked at the things that drive me, and started to explore where they might have come from in terms of my background, I began to see where - and why - points of friction were happening in the office. After all, if the CEO of a company only really wants to chase after new ideas and design, where does that leave the rest of his team – and his business?”

Chris began to understand the impact he was having on his team when he wasn’t engaged in the running of the business. And he saw how frustrated he was with the demands of the operational side of running his own business.

“The nuts and bolts. The boring stuff. I find that really hard. It’s not my thing at all. I’d rather be out there, seeing what’s happening and getting things moving. I find it excruciating when people can’t keep up, when I have to keep explaining the details – especially when to me they’re so obvious.”

At this point, and with Chris’s agreement, Julia also began to work one-on-one with the two other partners in the business.

“It became clear that Julia might be able to help us with the areas in the business where – quite frankly – we irritate the hell out of each other.”

Through working with Chris’s senior team, Mike and Sunil, it emerged that each of the three men was very different to the other. Each of them worked well in certain areas of the business, and fell short in others. And it was around these differences that the repeated feelings of anger and frustration arose.

With Julia’s support the team decided to share their transactional analysis profiles with each other, to see if they could shed some light on the areas where they kept getting stuck. The results were startling. Not least for Chris.

“It became clear what was happening – and what we could do about it. How Sunil was the glue that kept us together and how he negotiated between Mike and I. And how Mike was so good at the parts of the business that I find hard. And how he hated finding new business – while I love that side of things.”

By looking at their similarities – and their differences – the partners could clearly identify their strengths and weaknesses and understand what they mean for them as a team.

“Seeing it in black and white. On paper like that. It showed each of us what we bring to the business and how we can function as a strong and cohesive team – without wanting to kill each other. It also highlighted how – and why – we’d been going wrong in the past.”

The work revealed that to function well, the partners needed to be more honest with each other and to better recognise what they termed, ‘the power of three.’

Julia facilitated a conversation with the three men around a table in their office. The conversation was carefully planned to ensure that everyone felt able to challenge what was being said in a manner that was both constructive and helpful. The theme of the conversation was, ‘Setting the Table for the Future’ and it aimed to get each partner to buy in to a shared vision and plan for their future together as a successful business.

Chris chaired the session in his role as the CEO and presented a five-year plan to the team. Afterwards he said that it was “The best meeting we’ve ever had.” The partners agreed a clear structure for each of their roles within the business and committed to holding monthly conversations to discuss their targets and performance.

“What I found, after working with Julia, was that the parts of running a business that I found boring – the nuts and bolts of it all – are actually the fundamental elements that I know will allow us to move forward and grow. Each of us now knows which part of those nuts and bolts we’re good at – and we’re working well together to move forward and to grow.”

Since Julia’s work with Chris and his team their business has developed from a small design studio to a full branding agency. Together Chris, Mike and Sunil have expanded their client work to London from the north of England, meeting Chris’s aspirations to grow the business and work with larger clients.

3 weekly sessions with Chris, 2 each with Mike and Sunil and a round table conversation with all three partners.

Each case study has been read, approved and verified by the client involved and is a true reflection of the work undertaken and situations addressed. Due to the highly sensitive nature of the topics discussed and the professional roles held by those interviewed, all names have been changed to protect client identity.

Case Studies

The Senior Interim’s story

The Senior Interim’s story

Support for professional development with ‘oxygen’ conversations

"The longer I stay, the less effective I get."

Declan is a senior interim professional, employed in short-term, high stress, outcome-focused assignments. Placed into organisations by agencies, he is expected to draw upon his skillset to hit the ground running and solve problems within each organisation from the start.

During their first conversation Julia asked Declan what his situation might look like if the job he was in had been one that he wanted to be doing – and what that might look like.

Declan and Julia worked to explore the issues surrounding his professional development, with Julia providing a robust and supportive ‘oxygen conversation’ in a face-to-face setting.

She identified that Declan held what was effectively a self-limiting belief about his suitability for long-term substantive roles.

“I felt as though the longer I stayed where I was, the less effective I became. I worried I wasn’t going to be able to make an impact in the role.”

Was he going to be an interim – a temporary worker – for the rest of his career? Or was he going to choose a permanent role, with the positive belief that his impact could be long lasting?

When they first spoke Declan had been through a lot of change in a short period of time and had applied for a number of roles without following through to the interview stage.

“Interim staff like Declan are sometimes considered to merely ‘pass through’ the organisations they work in. One of the key challenges they can face is, with each new role they begin, they are effectively going in and starting from scratch as an outsider – and that’s a challenging and lonely place to be.”

Julia identified that the interim roles Declan fulfilled offered little or no opportunity for self-development or personal reflection. An additional layer to his complicated situation was a feeling of interview paralysis.

With an agency taking responsibility for Declan’s working placements, he hadn’t faced the stress of an interview for many years and was feeling stuck. He would apply for jobs, but be unable to progress beyond the application stage. When Julia and Declan met he was considering leaving his current position – but was worried about the impact that might have on his colleagues.

Julia worked with Declan to identify the areas of his situation that he had some control over – and together they looked at how he could change that situation to make it more positive. Declan wanted to bring people together and to use the organisation’s resources effectively and to leave on good terms.  At the same time they looked at and identified the areas that were out of his hands.

The key takeaway from this first meeting was that Julia could see Declan carried with him a lot of heavy emotions and feelings from the last substantive role he’d been in. He’d been overlooked for a managerial position and had felt excluded from a position where he had felt happy and at home.

His leaving that position hadn’t gone well and he felt that he had let his colleagues down by moving on too soon, before his work had had time to take effect.

By looking at these difficult feelings in a supportive environment, Declan was able to see that he needed to forgive himself and to draw a line underneath the situation, so that he could move on. He was effectively sabotaging his future happiness.

“Declan was weighed down by anxiety about the role he’d left. It was as though he was laden with and surrounded by heavy bags. To manage the shift between roles, Declan needed to be able to move more freely and not to feel held back.

He needed to be able to ‘travel light’, not carry the weight of the world on his shoulders because of unresolved guilt and angst. We talked about staying in the moment and letting go of the past.”

Julia was able to sit with Declan and identify the positive work he had done in his past and current roles. One of his key targets had been to increase the number of foster parents in the region where he worked and he had succeeded. His staff was also working well under his guidance. Things were going well.

In an attempt to shed some of the emotional baggage he carried with him, Declan met up with his colleagues from his former role and talked through his feelings about the situation that had been left, in his mind at least, in such an uncomfortable state. This brave move was a great help as the feedback from his colleagues was that his work had been of value and been appreciated. It allowed Declan to shed some of the weighty baggage that had been burdening him.

Julia suggested that Declan refresh and renew his professional network as a layer of support as he moved forward. They also discussed the pros and cons of interim vs. substantive roles and worked through a supportive meditation exercise that Declan was able to take away with him.

“It was clear that one of Declan’s key drivers is to please people. And to be strong, especially in times of stress. He’s away from his home and family for the majority of the week and so these drivers are called into play on a regular basis. We looked at what might happen, what might he ‘lose’ if he changed these behaviours. What might be left?”

Julia identified that Declan’s people pleasing traits were affecting both him and the people he worked with. By exploring the root causes of the traits, Julia was able to allow Declan to understand what was going on – and to see what other traits he had that were underused and that could be useful and positive in his situation.

To be able to stay and finish the contact in the ‘grim’ job with its heavy workload, Julia and Declan identified that there was going to be some pushback. This was because what the organisation demanded, and what was feasible in the timescale, was unrealistic. Declan had a choice. To stay and fulfill the contract ­– and feel the discomfort of the pushback – or to leave and risk another unhappy ending.

The key takeaway from this conversation was that the feelings we have about ourselves are like a sense, a smell. They are a transient element that passes through us.

"Just because you sense a feeling, doesn’t mean it’s true. It’s important to know that you are not your thoughts.”

To build on this idea, Julia worked with Declan to call to mind and rediscover his past strengths and skills and in doing this, she gave him the confidence he needed to fulfill the contract.

Declan wanted to explore the difference between an interim role and a substantive post and challenge his own self-limiting belief ‘that he became less effective, the longer he remained in a role.’ By looking at his emotions relating to a difficult period when he left a job before he felt it was finished, he was able to clear the feelings that were holding him back.

Declan was successful in his application for a substantive Director’s post.  His work with Julia is ongoing as he meets the challenges of his new role.

Two face to face meetings to begin the process, followed by monthly telephone conversations and occasional face to face meetings over a twelve month period. Ongoing monthly telephone calls.

Each case study has been read, approved and verified by the client involved and is a true reflection of the work undertaken and situations addressed. Due to the highly sensitive nature of the topics discussed and the professional roles held by those interviewed, all names have been changed to protect client identity.

Case Studies

The Head teacher’s story

The Head teacher’s story

Support in the face of profound professional challenge

“I’ve worked with Julia for a number of months now and I’m consistently able to draw upon a store of resilience I’d forgotten I had. By remembering and realising my strengths, I’ve found that I actually like myself again. There’s a new clarity in my approach to my work and I feel comfortable in my own skin.”

The Head teacher’s Story - “My school was judged to be inadequate”

Kristin is the head teacher of a high school, judged to be inadequate by OFSTED. She came to Julia looking for an outside perspective on her situation.

Feeling a strong sense of failure and professional shame, Kristen said she had had “lost confidence” in her position as the school’s Head teacher. She and Julia met every two months over the period of a year, to give the ideas and actions they aired, discussed and agreed on time to take root in Kristen’s working life.

“Instead of facing the situation, I realised I had made myself very, very busy on the paperwork side of the job. I hid myself away in my office. That way I knew I wouldn’t have to face the staff, the parents or the children. I used the paperwork as a barricade. A place to hide away, and as a thing to hide behind.”

After the first meeting Julia made sure that Kristen had a solid objective that she could achieve before they came together again. As an initial step, they talked about how Kristen had immersed herself in her paperwork as a way of hiding, of getting away from the other members of staff at the school. Her level of professional shame was intense and had spilled over into her home life.

“After the announcement? I couldn’t even bring myself to tell my parents what had happened.”

Julia talked about the idea of delegation and how, by taking responsibility for all the paperwork that landed on her desk, Kristen had stopped ‘managing her monkeys’. In other words, due to the sheer volume of the demands being placed on her, each issue and problem was effectively a monkey demanding her attention. This was allowing Kristen to stay stuck as she tried to firefight each of the screaming demands, instead of sharing the problem with her team.

Kristen was able to see how by delegating, with clear instructions and support, she could set some of these demanding ‘monkeys’ free. Julia even broached the idea that some of them could be metaphorically 'killed off’, never to bother Kristen or anyone else again.

Six months after her school’s initial inspection, Kristen received a monitoring letter from OFSTED.  Although it contained many positives, Kristin focussed on the ‘areas for development,’ seeing them as further criticism and evidence of her failure. Together Julia and Kristen worked on reframing her perspective on the letter’s contents.

“I realised that to move forward, I needed to forgive myself for the situation and to look at how I could start to take positive steps with my staff, instead of hiding away from them.”

By reframing it, Kristen was able to look at the contents of the letter as opportunities for change and possible development, instead of as additional criticism – and a list of yet more challenges that she needed to overcome.

At this meeting Julia asked Kristen how she could start to build bridges into her professional network as a means of actively seeking out support from her peers, rather than hiding from them.

At the next meeting Julia talked about the idea of leading by example and modelling positive leadership. This was a distinct change from Kristen’s previous ‘rabbit in the headlights’ response to her situation. Working together and then with her colleagues, Kristen began to develop a public narrative of the school’s situation and was able to use rhetorical devices to engage with her staff. She showed them that she believed they could effect a positive change within the school.

Kristen had managed to shift her feelings from sympathising with the staff – and, in the process, shouldering the blame herself – to empathising with them in the face of a challenging situation.

The idea that with hard work and a team effort the school could be open to new opportunities was a powerful one. The staff engaged with the options Kristen presented: they could put their heads in the sand and stay where they were, or work hard to develop new and positive opportunities.

“Using the public narrative tool? That was the start of my beginning to lead by positive example. A major change – and a turning point.”

Kristen received a strong and overwhelmingly positive response from her colleagues, setting changes in motion that revealed the choices that were available to them, under her newly engaging leadership.

One of Kristin’s signature strengths is her professional integrity. The perceived attack on this strength with the OFSTED judgment explained why it had had such a devastating effect on Kristen’s sense of herself in her workplace.

A quality that was at the core of her being had suffered an attack, and in the process had floored her and been transformed into an excruciating and destabilising weakness.

Julia and Kristen worked together to look at Kristen’s underused strengths and to build her levels of personal and professional resilience. By thinking of Kristen’s resilience as an entity akin to a squash ball, she was able to accept that it’s alright to be ‘soft’ at times and that this softness, this level of vulnerability and openness, would make her stronger for the future. Like a squash ball, the harder it’s hit the higher it bounces. And it comes back again and again.

“I began to understand that the knockback I’d endured from the OFSTED judgment could actually be turned into something positive, something that would allow me to create opportunities in the future – both for myself and my staff.”

Kristen’s key takeaway from this session was the idea that she could use the reframing skills she and Julia had developed together with her staff.

“Instead of hearing my colleagues saying ‘I can’t’ and agreeing with them, because I felt so wretched about the situation, I began to say ‘Yes and,’ So they might have said, ‘I can’t do this because…’ and I would say, ‘Yes and look at how well you handled this. And I think you can do the same here…’ Suddenly people understood that they could expand the work they were doing well to cover other aspects of their role.”

The work that Kristen has done has allowed her to look ahead and to start to move forward from her position of fear and shame. She is now feeling more positive and is looking for external quality assurance for the work she’s doing.

“I’m feeling stronger. And I’m now able to think about looking outside my immediate contacts for some feedback that what I’m doing is along the right lines for where I want to be and where I want the school to be. I’m ready to seek out some external peer support to give me a real sense of my own judgment. Something I just wasn’t able to think about before working with Julia.”

Kristen is now able to see that by coming back from the very bottom of a situation and accepting it for what it was has made her stronger. She’s able to recognise that her denial of a number of aspects of the situation were not, in fact, helping her and she’s moved forward and onwards from them.

Her work with her colleagues is now much more productive and positive.

“There’s a real sense that we’re doing the right things for the right reasons. I’ve remembered why I wanted to work in education, after forgetting the real reasons in my blur of the stress, and I can enjoy my position once again.”

Through the coaching process Kristin has made the shift from hearing challenge as criticism and taking it personally, to being resilient and secure enough to hear challenge as opportunity.

Six bi-monthly two hour face to face sessions, com

Case Studies

The Assistant Director – Children’s Services’ story

The Assistant Director – Children’s Services’ story

Support to cope with major transitions at work

The Assistant Director - Children’s Services' story - “I was beginning to wonder if I wanted to work here.”

John is a newly appointed Assistant Director in a large and challenging Children and Families Directorate. His director contacted Julia and asked her to work with John, whose position had become highly stressful due to extraordinary external circumstances. John was experiencing high levels of anxiety, which was impacting on his leadership.

Julia worked with John on a monthly, then bi-monthly basis, to give the ideas and actions they discussed time to take effect in his working practices.

“When I first started to work with Julia, I was in a position with a high degree of scrutiny. I was working alongside highly experienced peers and would often feel inadequate or that I didn’t deserve to be in this position.”

When Julia first met John it became clear that he was unsure about how he had come to be in the senior position he found himself in. He spent much of the session talking about what ‘could have been,’ if things in his life had been different and how he had ‘nearly’ achieved a number of things that hadn’t quite come to pass.

Julia worked through a career timeline with John. This enabled him to start letting go of his thoughts about what had ‘nearly’ happened in his life and to remember and celebrate the positive aspects of his career to date.

“Looking back on and listing my achievements with Julia was the first step in my being able to see and accept that my success and my position at work was not due to mere luck or chance, but to my abilities and my professional skills.”

To help John to deal with his anxiety, Julia introduced him to a neuro-linguistic technique known as ‘anchoring.’ John was asked to remember, ­in as much detail as possible, a time when he had felt happy and in control of his life.

John worked to recall the feeling in detail. He remembered a time when he had felt successful and confident, and enjoyed the process of recollection. At the same time, Julia asked him to choose an action to associate with this positive recollection and John chose to spin his wedding ring on his finger. It was movement that felt both comfortable and natural to him and Julia explained that he could use this movement to act as a trigger, taking him back to his positive recollection.

Julia asked John to return to the trigger movement whenever he felt anxious, in order to generate the same feelings of calm confidence and control he had remembered. She explained that, with practice, this small trigger would enable John to relive the calm feelings in times of stress, much as a smell or a sound can whisk a person back to a happy childhood memory.

At the end of their first conversation Julia gave John two key takeaways. The first was to establish a ritual to mark the end of his working day, in order that he could leave the office and its stresses behind. The second was a three-minute mindfulness meditation that John could use to bring focus to his day and calm his head in times of stress.

At their next session Julia and John worked on the concept of how others perceive us, and how we might influence that. Julia adapted an idea, developed by Harvey Coleman in his book Empowering Yourself, based on the concept that:

  • 10% of a person’s opinion of us is based on the work we produce
  • 30% is based on our image, or what people say about our performance
  • 60% is based on who is exposed to the things that others say about our performance

Julia and John then looked at how to influence that exposure; by thinking about questions John would want key people across the partnership of organisations he works with to say “yes” to, when they thought about him. Julia outlined the importance of thinking about such questions and asked John to think which three or four questions he would want people to say yes to, within moments of their meeting him.

She explained, “Coming into a new and very senior role in this challenging authority, it was crucial that John quickly established a credible reputation. Thinking about these questions, and how to influence a positive response, helped John to decide how to formally introduce himself across the range of settings he would be leading.”

After working with Julia for a nine-month period, John has made huge progress in recognising his strengths and his abilities within the field of children’s services. 

“I’ve worked with Julia for a number of months now and I’m consistently able to draw upon a store of resilience I’d forgotten I had. By remembering and realising my strengths, I’ve found that I actually like myself again. There’s a new clarity in my approach to my work and I feel comfortable in my own skin.”

Case Studies

The Public Health Professional’s story

The Public Health Professional’s story

Support to shift thinking

“I didn’t understand what I had done wrong.”

Grace is a highly qualified and well-regarded public health professional. Her specialist experience has been gained working both in the UK and internationally. She works at senior consultant level within a local authority in England and is a confident leader within a complex multi-partnership environment. Grace is an ambitious and aspiring professional who wants to be employed in a director’s role within the next two years.

Grace came to Julia for help feeling unappreciated by her director after a complicated and political reshuffle at the top level at work. Grace hadn’t been asked her opinion on any of the changes and felt overlooked and discounted. She hadn’t been given an opportunity to apply for a role that she would have liked and worried that her new director was trying to get rid of her. Grace asked Julia for help to manage her relationship with her director in a more positive and less reactive way.

Due to the distances involved, and the frequency of their conversations, Julia and Grace had an initial face-to-face meeting and then Julia began to coach Grace over the phone. Their arrangement is ongoing.

During their first conversation Julia talked to Grace about how she perceived herself and her standing within her workplace. Grace said that she believed the situation surrounding the restructuring in her organisation had resulted in her being demoted. The area that she had been in charge of had been ‘taken away’ from her and given to someone else with much less experience.

“It was as if I was a dentist and leading the entire dentistry team and then my director had said to me ‘Grace, we don’t need you to do that anymore, this person’s taking over. Go over there and work in nutrition, you’re not needed here.’ I felt lost, and confused by the move, which was to a completely new and unfamiliar department.”

Grace had begun to believe that her director had deliberately enacted this move to ‘keep her out of the way.’ Grace had always been ambitious and successful and was shocked at how quickly the restructuring had demolished her sense of self-esteem.

Julia asked Grace how she would like to be perceived at work and asked which three questions Grace would like people to say ‘yes’ to when they thought about her.

“I would like people to say yes to the fact that I’m a good person to work with, yes to the fact that I add value and yes to the fact that the way I challenge others and situations is robust and appropriate to the situation. Those things are very important to me at work.”

When asked, Grace said she suspected that – at that point in time – not everyone would answer ‘yes,’ if asked to answer those questions.

Julia and Grace talked about how Grace might be able to shift her thinking. Having established that Grace believed that she was not well liked within her team, Julia began to ask her how she might break the loop and challenge her own assumptions that she was unwanted.

The key takeaway from this meeting was that Grace was asked to consider what she could do differently to encourage people to say ‘yes’ to these key questions and how might she act and behave to garner a more positive response to her practices at work?

In the course of their next conversation, Julia and Grace discussed the idea of Grace’s self worth. Grace was in a more positive place after giving an important presentation that had been well received, and requesting a particular project manager to be a part of her team, which had been agreed upon.

“I saw that I needed to stop beating myself up. That my own self-belief was vital to how I felt about myself. Julia had asked me to think about what I could do differently at work and that had begun to shift my thinking. I started to look for ways I could help other people, not just focus on what I needed to take away from a situation.”

Grace was beginning to see that she didn’t have to rely on the point of view of one person: her director, to give her the assurance she needed that she was good at her job and that, by expanding her network and her professional audience, there were other people who appreciated her work. 

With this new perspective Grace was able to see that she had been reacting in a negative way to a situation that she had only been looking at from one narrow angle. With Julia’s support, Grace learned that there was a different and more positive way to operate. 

“I began to see that, because I was feeling threatened and under attack, I was swiping back challenges as they arose. Julia talked about the challenges I was given and compared them to balls in a game of tennis.

I was able to see how, in order to defend myself, I was smashing each ‘ball’ back across the net as soon as it arrived. Since working with Julia I am more consciously varying my game – and I’ve bought myself a tennis ball to sit on my desk to remind me that I have choices and I have a voice.

I now know I can take a moment to choose my return shot. I might even catch the balls as they arrive and sit with them for a while, to plan what I want to do with them. I’ve regained some control.”

In a later conversation Julia established Grace’s personality type as a ‘strong extrovert’ with the Myers and Briggs Type Indicator tool. Julia worked to help Grace to see herself through the eyes of her director who was an ‘introvert.’ Grace saw, to her surprise, that she could be seen to present quite a challenge to the director. This enabled Grace to feel a level of empathy for her and she and Julia talked about the need for Grace to ‘manage up’ to foster a good working relationship with her direction.

Julia worked with Grace around the idea that her happiness at work was her own responsibility and not just the responsibility of those she worked with. Grace was able to consider the impact she had on those around her, as well as her impact on them.

“Once I’d been able to see how she might perceive me, I was able to approach the director I was struggling with and asked her if I could offer any help. I also highlighted the parts of the role that I had found challenging, to establish a level of intimacy with her. This immediately felt more positive, the feeling that I was able to give support to others if it was needed – and it was well received.”

By looking at her situation from another angle, Grace was able to allow that the departmental move had actually been made to make the most of her skills. The truth was that Grace had had such a powerful effect on the department that she’d been in that it could now be run by a less experienced manager. And from her director’s point of view, Grace’s leadership skills were desperately needed elsewhere, working with and equally challenging but different portfolio.

Grace saw that the restructuring had been, in fact, an enormous testament to her professional and leadership skills. In recognition of this shift in her thinking about her position at work, Grace has begun to apply for director roles.

“I’ve applied for and interviewed for a director’s role but once I’d got through the interview, I realised that particular post wasn’t for me. It’s clarified my direction and, thanks to Julia, I have the self-confidence to try again to find my ideal role.”

Telephone coaching over an 18 month period, progressing from monthly to bi-monthly calls.

Each case study has been read, approved and verified by the client involved and is a true reflection of the work undertaken and situations addressed. Due to the highly sensitive nature of the topics discussed and the professional roles held by those interviewed, all names have been changed to protect client identity.

Case Studies