Before becoming an entrepreneur and later on coach, I was an engineer: ambitious, detail oriented, hardworking, believing my performance will help me climb the corporate ladder!

I was wrong and I had to learn my best career lessons the hard way.

I did not learn leadership from a textbook. I learned it by failing without it first.

That experience, combined with a decade of consulting and coaching hundreds of professionals through the same transition, is what this series delivers.

In a world where AI can take on the technical work and analytical tasks, this is the capability that secures your future.

I share my insight of years of corporate and entrepreneurial experience and coaching hundreds of leaders and managers from big names in the industry in these 4 interactive online workshops.

You work hard. You strive for excellence.

You have invested in developing the experience and skills to do the best job you can.

Your deliver strong results. Whether the senior decision-makers in your organisation know that, and whether your performance has translated into real power and influence, is a different matter.

Most professionals I coach arrive at this point with the same assumption: that building power requires becoming political in ways that feel inauthentic.

It does not.

It requires understanding how your organisation actually moves and how to be seen as someone who leads, not only someone who delivers.

When you build influence and power with integrity:

📌 You get considered for leadership roles and senior appointments

📌 You lead higher-impact projects and cross-functional initiatives

📌 You access growth opportunities before they are publicly available

📌 You develop the one capability AI cannot replace: the ability to move people and decisions

This workshop gives you the framework to do exactly that, regardless of your current title or level.

Negotiation is an integral part of your job.

Supplier contracts, price negotiations, project resourcing, budget approvals.

If you lead or manage people or projects, you negotiate on more occasions than you probably count.

When I was a sourcing manager, my performance reviews depended on how my supplier negotiations contributed to cost savings.

I know the anxiety that comes with the power plays, the pressure of targets, and the reality that the other side often holds more leverage.

Most negotiation training teaches tactics and pressure techniques.

In a world where your supplier relationships and cross-functional alliances are long-term, that approach breaks trust faster than it creates value.

In this workshop I share my insight across a decade of procurement and sourcing on seven-figure portfolios, negotiations in global and Swiss corporate culture, and coaching hundreds of business professionals.

You will learn how to feel more at ease, show up with more confidence in negotiation meetings, and find your own authentic style of leading these conversations, even if you do not consider yourself naturally charismatic.

📌 Show up composed and strategically prepared for high-stakes meetings

📌 Think objectively, separating emotions, people, and problems

📌 Think beyond win-win to create outcomes that genuinely serve both sides

📌 Protect the outcome and the relationship despite tensions

Wars, recessions, supply chain disruptions, AI replacing roles, regulations shifting, reorganisations landing without warning.

Uncertainty is no longer a season. It is the permanent operating condition.

The mental load keeps increasing. And every wellbeing article tells you to pause, slow down, breathe.

You have responsibilities, a team to lead, decisions to make, and results to deliver.

Pause is the last thing you can do in the middle of crisis!

When you lead people, your emotional state is contagious.

Your team co-regulates with you.

Your anxiety removes their permission to be calm.

And it is nearly impossible to make sound decisions when you are agitated.

The difference between professionals who survive turbulent periods and those who earn trust during them is how they show up when the pressure is highest.

📌 Make clear decisions when information is incomplete and safety is nowhere in sight

📌 Stay creative, grounded, and composed when your instinct is to react, withdraw, or over-control

📌 Lead your team as the person who brings clarity, not the person who absorbs the panic

📌 Build a personal leadership resilience practice that holds when everything around you does not

Your scope has expanded: a larger team, more stakeholders, higher-stakes decisions. And you are still operating in the old way.

This is the most common pattern I see in professionals who move from expert or team member to people leader: the technical skill that got you here becomes the trap that keeps you in every detail, every decision, every deliverable your team should be owning.

You are more qualified than most of your direct reports.

You see the errors before they do. Letting go feels irresponsible when your name is attached to the outcome. So you stay in the detail, check everything, attend every meeting, and call it leadership. It is not. It is the most expensive form of burnout in any organisation.

The shift from operational task manager to strategic people leader is not about working less. It is about working on completely different things. Zooming out instead of zooming in.

Thinking in quarters instead of tasks. Building a team that performs without your constant intervention.

📌 Distinguish between leadership work and task management work

📌 Transform micromanaging into clear communication and empowering delegation

📌 Move from detail and execution to big picture and long-term impact

📌 Build a team that delivers results without depending on your presence

This workshop is perfect for:

✅ Team leaders who just took on a new or bigger team

✅ Technical experts who became managers and are still doing the work themselves

✅ Supply chain or project professionals carrying both operational and strategic responsibilities

Not sure which workshop is right for you?

Download the free audio guide and find out which leadership habits to address first.