The work I do begins with what is real and difficult right now — and moves toward what is genuinely possible next.
These are not two separate agendas. The pressure a leader is carrying, and the potential waiting to emerge, are almost always part of the same developmental moment.
It is about uncovering the next layer of leadership that is waiting inside you, held back not by lack of capability but by an inner range that has not yet expanded to include it.
Here are the ways we can work on that together.
Whether you are carrying complexity alone, preparing for a larger role, or trying to shift your leadership team from pressure to collective ownership, each pathway is designed to strengthen the same core capacities: Grounding, Sense-making, Human Connection, Alignment and Delivery.
This is the flagship depth-coaching pathway.
It is designed for leaders who sense that something is changing — externally, internally, or both.
Sometimes the trigger is visible: a new role, succession, organisational change, sustained pressure or reinvention. At other times, life still looks successful, yet the old way of leading, achieving or making sense of things no longer quite fits.
The programme helps you understand what is changing, release what may no longer serve you, listen for what is trying to emerge, and bring that into the way you live and lead.
The programme combines:
You do not need to arrive knowing the answer. Discovering what the transition is asking of you is part of the work.
Structure:
Typical outcomes:
Read the PDF below for more on the framework used in this coaching programme.
For executives, founders and enterprise leaders ready for deeper transition.
This is the flagship pathway.
It is designed for leaders who are not simply trying to solve a current challenge, but to step into the next stage of who they are as a leader.
This is for leaders who are ready to upgrade their inner operating system — not to become softer or more polished, but to become steadier, clearer, and more effective without becoming the bottleneck.
The programme combines:
Structure:
Typical Outcomes:
Read the PDF below for more on the framework used in this coaching programme.
My leadership coaching and leadership mentoring services include multiple pathways to develop conscious, centred leadership in complex systems—choose what fits your needs and readiness.
I primarily use depth coaching with leaders.
01
We’ll explore that together in a discovery call. We’ll look at your current challenges, goals, and level of readiness, then I’ll recommend the pathway that best fits your context and ambitions.
02
Both. In-person coaching is available in the Munich area and for selected on-site engagements. Virtual coaching and programmes are available globally and work very well for international leaders and teams.
03
I combine depth psychology (Psychosynthesis) with practical business insight from decades in executive roles. Sessions are structured enough to create progress, but spacious and responsive to what is really emerging for you in the moment. You can expect honesty, challenge, and genuine support.
04
Many clients notice shifts in presence, clarity, and decision-making within the first month. The deeper, more structural transformation typically unfolds over the full engagement, as new awareness and practices become your default way of leading.
05
Yes, for the Leadership Excellence Programme. We’ll discuss payment options during our consultation so that the structure supports your cash flow and commitment.
06
Most executive coaching focuses on behaviours, skills, and goals: what you need to do differently.
My work adds a layer underneath that: how you relate to yourself, others, and complexity from the inside out.
We work on your “inner operating system”: self-awareness, conscious will, inner conflicts, presence, and purpose. That inner shift then changes how strategies, tools, and frameworks actually land in your leadership.
07
Both.
We work at two levels in every engagement:
Inner level: patterns, triggers, will, presence, purpose.
Outer level: decisions, team dynamics, strategy, operational reality.
Sessions always connect inner insight to live situations: your board, your executive team, key projects, difficult relationships. If insight doesn’t translate into practical change, we keep going until it does.
08
Coaching: Exploring where you are, where you want to be, and how to get there, with you as the primary agent.
Mentoring: Bringing my experience in excellence, transformation, and leadership to guide you more directly in certain areas.
09
You don’t have to “believe” in Psychosynthesis for it to work. You do need to be willing to:
Be honest about your experience of leading.
Look at your own patterns, not just those of others.
Try simple, practical inner exercises and see what changes.
Most sceptical clients are convinced not by theory, but by what happens in real decisions, meetings, and relationships after a few sessions.
10
We look at impact at three levels:
Inner indicators: decision confidence, stress/reactivity, clarity, sense of alignment and purpose.
Relational indicators: trust, openness, team engagement, quality of conversations, 360° input where available.
Business indicators: speed/quality of decisions, delivery reliability, reduced friction, clarity of execution.
We agree specific markers at the start (e.g. “less looping on decisions”, “cleaner exec team meetings”), then revisit them regularly.
11
Yes. Many engagements are sponsored by the organisation (e.g. for CEOs, C-suite, or succession candidates).
We can:
Align the work with organisational priorities.
Agree what will and will not be shared with sponsors.
Provide high-level progress updates without disclosing confidential session content.
Your personal confidentiality always comes first.
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100%.
What you share in coaching stays in coaching, unless you explicitly agree otherwise.
If your organisation is sponsoring the work, I may provide general progress themes, but not private details.
The only exception would be ethical/legal obligations (e.g. risk of serious harm), which we would discuss openly if they ever arose.
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For most 1:1 work:
Session time: 60–90 minutes every 2–4 weeks.
Integration time: 10–15 minutes a day, or small shifts in how you do things you’re already doing (e.g. how you enter a meeting, how you decide).
The idea is not to add a second job. It’s to change how you show up in the job you already have.
14
Yes.
This work is not about becoming someone else; it’s about becoming a more integrated version of who you are. Many introverted, analytical leaders do very well with Psychosynthesis-based work because it is structured, reflective, and respectful of thinking as well as feeling.
We’ll work with your natural style, not against it.
15
Often, yes.
Common combinations:
1:1 executive coaching plus team development for the executive team.
Psychosynthesis Leadership Mastery followed by a coaching partnership for ongoing integration.
Simplicity Switch consulting plus leadership mentoring, so you grow as a simplification leader while the business changes.
We’ll map this in your discovery call if it looks relevant.
16
It depends on the pathway:
Psychosynthesis Leadership Mastery: 6 months (fixed structure).
Executive Coaching Partnerships: usually 6–12 months.
Leadership Team Development: 3–6 months.
Business Simplification Consulting: 3–6 months project-based.
Speaking / workshops: one-off or part of a series.
Shorter, one-off sessions are possible for speaking, keynotes, or initial advisory conversations, but deep transformation needs time.
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We adapt.
If your role or context shifts significantly, we will:
Revisit your goals and priorities.
Reframe the work around the new reality.
Decide whether to accelerate, pause, or reshape the engagement.
The work is meant to serve your real leadership context, not ignore it.
18
Usually yes, and often very complementary.
If you’re in therapy: we focus more explicitly on your leadership, decisions, and organisational impact, while your therapist may focus more on personal history and healing.
If you’re in another coaching programme: we should check for overlap or conflict. Sometimes parallel programmes work; sometimes it’s better to sequence them.
We can address this directly in a discovery call.
Start with the pattern beneath the pressure.
Most leadership challenges do not begin as strategy problems. They begin as repeated pressure patterns: over-functioning, delayed decisions, unclear authority, conflict avoidance, or carrying too much alone.
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