Projects
My work is focused on five areas
Executive coaching
Team coaching
Career transition coaching
Advising organisations on how to strengthen their approach to risk
Contributing to organisational capability building and change
My work in each of these areas is described below, followed by a description of what it is like to work with me.
Executive coaching
In my work as an executive coach, I help current and future leaders realise their potential for impact, fulfilment and growth — particularly at moments of change, heightened responsibility or transition.
My coaching clients include leaders in professional services partnerships, government and the social sector, and leaders of risk and other corporate functions – alongside those in corporates, private equity and family businesses, and leaders of start-ups navigating rapid growth and heightened uncertainty.
My coaching is grounded in creating a thoughtful, protected space for open, trust-based discussion — and the opportunity this creates to breathe, reflect and step back from the daily pressures faced by many leaders.
In practice, I ask questions which help clients evolve their thinking and move to action. I share observations on patterns and themes I hear. Where helpful, I also provide advice from areas of my experience and expertise.
I typically work with clients through a series of six or 12 monthly coaching sessions of 90–120 minutes each. These can be complemented, where helpful, by manager and HR conversations, 360º feedback and psychometric surveys. Sessions can be in person or remote. To accelerate impact, I am also available to clients for ad hoc calls and emails between sessions.
More colour on how I work in coaching sessions is at the end of this page.
Team coaching
I work with new and existing teams to help them create a sense of shared purpose, increase their effectiveness and cohesion, and strengthen their collective leadership.
Projects can focus on individual and collective dynamics and effectiveness. They can also be anchored on priority issues of strategy, organisation or risk — enabling teams to make parallel progress on resolving pressing issues, exploring new ways of working and enhancing organisational culture. They often involve a combination of 1:1 and group discussions.
I also design, facilitate and contribute to leadership awaydays and events — creating alignment on individual, team and organisational paths forward; providing space for leaders to breathe and reflect; bringing in external perspectives where helpful; and ensuring that teams make the most of the time they invest in being together.
Career transition coaching
Changing roles and careers can create opportunities for discovery and renewal. It is also inherently complex, raising issues that span the personal and the professional.
My work with clients involved in career transitions combines providing space to think with tailored support and practical advice. It recognises that transitions benefit from moments of reflection, problem-solving and action; and that they can involve sensations of energy and deflation, confidence and vulnerability, and opportunity and loss.
My support spans the journey from ‘setting off’ and ‘moving forward’ through to ‘landing’ in a new role, organisation or chapter of a career.
It includes 1:1 coaching sessions, guided exercises and practices, review of CVs and supporting materials, psychometrics and interview preparation. Given the non-linear nature of many transitions, I am also available for ad hoc conversations ahead of key meetings, interviews and decisions.
Advising organisations on how to strengthen their approach to risk
I work with clients to enable their organisations’ impact and innovation by helping them strengthen their approach to risk — including their risk governance, processes, systems, capabilities and culture.
I work with clients and their boards to focus discussion on three core questions: What are the most significant risks we face? What are our priority actions to manage those risks? What action should we take as we continue to strengthen and evolve our approach to managing risk?
As in my coaching work, this involves creating space for open discussion and clear-sighted judgment on complex issues — at board, executive and team levels.
Drawing on experience of having ‘sat in the same seat’, I support leaders of corporate functions — including risk, legal, communications, compliance and audit — as they evolve their strategies, build the capabilities of their teams and enhance the way they support their organisations.
My work includes helping colleagues in risk and other corporate functions combine their roles as trusted counsellors and technical experts, and be perceived – by boards and executives (their internal clients) – as both enabling and protecting their organisations.
Organisational capability building and change
I contribute to organisational capability building and change through executive assessments, leadership development programmes, speaking engagements and selected advisory roles.
Executive assessments. In working with current and future leaders, I take the time needed to understand them in depth — bringing together insight from interviews, psychometric surveys and 360º feedback to provide a clear view of their strengths and how they can build on them in existing and new roles.
Leadership development programmes. I contribute to the design and delivery of capability-building programmes, by understanding an organisation’s context and priorities, shaping a tailored combination of group and 1:1 activities, introducing external perspectives and leading interactive sessions.
Speaking engagements. I speak to larger and smaller groups on leadership, risk and volatility, helping inform discussion, debate and action. Topics include leading in an era of volatility, strengthening organisations’ approach to risk, and lessons for today’s leaders from great conductors.
Providing expert counsel on complex issues. I act as a sounding board for leaders of larger organisations, corporate functions, start-ups and nonprofits on complex, nuanced issues — as part of coaching relationships and through contributions to board, executive and advisory discussions.
How I work
My work across all of these areas is characterised by my approach to:
Being there with and for my clients as a trusted, collaborative, confidential counsellor.
Providing clarity, insight and judgment, by connecting the dots on multifaceted issues that span sectors, regions and organisations’ internal and external stakeholders.
Looking at issues through multiple lenses — of an executive coach, risk leader, management consultant, government advisor and orchestral and operatic conductor.
Combining IQ and EQ — with conversations characterised by openness, humility, purpose, compassion, balance and calm, together with positivity and humour.
Caring about the fulfilment, happiness and impact of the people I work with.
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