Executive coaching · Basel & international
I coach the leaders who carry transformation.
I have led enterprise change from inside the C-suite, as a Chief Digital Officer, Chief Information Officer and VP of Transformation. I coach senior leaders to decide well under pressure, hold their teams through the hard middle of change, and deliver transformation without losing themselves in it.
Roles held
CDO · CIO · VP Transformation
Sectors
Pharma · Technology · Engineering
Credentials
DBA · ICF accredited · English / German
The premise
The constraint is rarely where you think it is.
Most executive coaching works on the leader. Transformation does not fail at the level of the leader alone. It fails in the gaps: between how the leader thinks, how the team moves, and how the organisation actually behaves.
A team problem is often an avoided conversation, or an incentive that makes the team behave rationally but unhelpfully. The work is to find the level that is actually binding, release it, and hold the other two while you do.
The model
Lead on Three Levels
A transformation leader holds three levels at once. Most coaching works only the first. I work all three, because I have led on all three.
- Where are you spending judgement you cannot afford to spend?
- Which decision have you been carrying unmade, and what does it cost?
- What are you still doing yourself only because you do not trust it done without you?
- Where has steadiness become rigidity, or composure become avoidance?
- Who is complying but not committed, and how do you know?
- Where is there consensus you suspect is false?
- Who could you not afford to lose, and what happens if you do?
- What is the team not saying to you, and what makes it unsafe to say?
- Where is the organisation behaving rationally in ways that work against the change?
- Which decision rights are unclear, and who fills the vacuum when they are?
- What does the structure reward that the strategy does not want?
- What stalls here, and what does the stall protect?
↳ Coaching that touches only Self makes a leader feel better while the transformation still fails. The three levels are held together, or not at all.
How the work runs
Structured, but not a syllabus.
01
Map
A three-level baseline. Where your attention sits, against where the constraint actually is.
02
Locate
Identify the binding level, the one currently constraining the other two.
03
Work
Coach the binding constraint, while holding the other two in view.
04
Re-balance
As the constraint releases, the binding level shifts. Re-map and move.
05
Consolidate
You internalise the three-level scan as your own standing practice.
Shape
A discovery conversation, then six to ten sessions across four to six months, every two to three weeks, with access between sessions for live decisions.
Evidence
A three-level map at baseline, revisited at the mid-point and at close, so progress is tied to your real situation.
Format
One to one, or a team variant for a leadership team carrying the same transformation together.
Who this is for
Senior leaders carrying a transformation, often largely alone.
Not leaders who need motivating. Leaders accountable for an outcome, working in complex, regulated, international organisations, who want a coach who has sat in the chair.
A.
C-suite and board-level leaders steering enterprise change in pharma, technology and engineering.
B.
Transformation and functional leads holding delivery and people at the same time.
C.
Leaders new to the scale of the change they now carry, who need judgement, not a framework.
D.
Leadership teams that must move through the hard middle of change without fracturing.
Your Coach
Dr Steven R. Partridge
Dr Steven R. Partridge has spent more than twenty years leading and advising organisational change across Europe. He holds a Doctorate of Business Administration and writes on the practice of transformation as The Transformation Architect.
His roles have included Chief Digital Officer, CIO & VP of Transformation, Global Head of Business Architecture, and Head of Lean Six Sigma & Quality – leading enterprise change at organizations including Novartis, Roche, Zehnder Group, HP, and ThyssenKrupp.
In their words
“A named client quote sits here: one sentence on the shift that the coaching produced, in the leader’s own words.”
Title, sector · added once a client approves attribution
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