Lipsy Group
L&D strategy lead
Global fashion brands. End-to-end L&D across head office teams. Executive coaching, Leadership programmes, Capability development across every level.
Home/About
Ten years building the link between people and performance.
Throughout my career I have been designing leadership development that actually moves the needle — across global organisations, growing SMEs, and ambitious businesses in London, and more recently across Australasia. The principle hasn't changed: diagnosis before prescription, design for systems, measure what actually changes.
The short version
I diagnose. I design. I measure. The room is the beginning.
At Lipsy Group, I supported, then managed L&D strategies across multiple fashion brands within a group, working with executives, employees, and frontline teams. I supported the design of a junior apprentice programme that resulted in a new product line, born from an idea that only emerged because we created the conditions to hear it.
At Fisher & Paykel, I led global leadership development across multiple markets — coaching senior leaders to connect the frameworks we were using in workshops to their own career experiences, then shaping those stories into scripts that helped learners actually contextualise what they were learning. Real stories from real leaders, making the theory land.
Since then, I've worked across hospitality, insurance, retail, tourism — always with the same principle: diagnosis before prescription. Design for systems, not events. Measure what actually changes.
A new product line, born from an apprentice's idea — surfaced only because we built the conditions to hear it. That's what a system does that a programme can't.
Where the practice was built
The places, the people, the proof.
Fisher & Paykel
Global leadership development
Leadership development across multiple markets. Coaching senior leaders, designing programmes that worked across different contexts and cultures.
Independent practice
Founder · current
Leadership System Design engagements with ambitious businesses across New Zealand and Australia.
Speaking & writing
Ongoing
Keynotes and short editorial pieces on what changes — and what doesn't — when organisations invest in leadership.
What I believe
A practice, not a personality.
The work isn't about me. A good leadership consultant should be roughly invisible by the end — the system keeps developing your people once I leave the room.
That doesn't mean I'm shy about having a point of view. I'll tell you what I'm seeing, what I think it means, and together we create a collaborative roadmap to success.
The work I take is the work I think I can land. If the diagnosis says you don't need a system right now — I'll say so. That's part of the practice too.
Working together
