What I offer

Coaching and Facilitation

One to one Executive Coaching

Confidential coaching gives leaders protected space to think clearly, work through difficult situations and lead more effectively under pressure.

I work directly with executives, founders and senior leaders on areas including:

• leadership transitions and increased responsibility;

• strategic decisions and competing priorities;

• confidence, influence and leadership presence;

• communication and difficult relationships;

• boundaries, burnout and sustainable performance;

• neurodivergent leadership;

• career change, board roles and portfolio careers.

Coaching can be delivered online, face-to-face or through a mixture of both. Some programmes begin with in-person work at Ashdown Forest Retreat, creating a strong foundation before continuing online.

One-to-one coaching at scale

Sometimes an organisation needs to support more than one or two leaders.

I can design and deliver coaching programmes across teams, cohorts or wider leadership populations, working with a trusted network of experienced associate coaches where additional capacity is needed.

This provides the reach of a larger coaching provider without losing quality, flexibility or the human connection that makes coaching work.

Each leader receives confidential, individual support, while the overall programme remains aligned with the organisation’s priorities and desired outcomes.

Leadership and team development

I work with intact leadership teams where pressure, growth or change has begun to affect communication, trust, decision-making or shared responsibility.

The work is practical, honest and grounded in what is actually happening within the team. It may include:

• team coaching and facilitated conversations;

• leadership alignment;

• communication and conflict;

• trust and psychological safety;

• strengths and different thinking styles;

• shared responsibility and accountability;

• navigating growth, uncertainty or organisational change.

This is not about delivering a generic team-building day and hoping everyone feels better on Monday.

It is about helping people understand how they are operating together and what needs to change for the team to work more effectively.

Workshops and leadership experiences with nature

I design and facilitate workshops that give teams time to step away from day-to-day demands, explore important questions and turn conversation into practical action.

Sessions can be delivered within your organisation or with nature here in the Ashdown Forest. Each one is shaped around the people involved, the wider organisational context and what the work needs to achieve.

Value After Disruption

What the Ashdown Forest landscape can teach us about adaptation, creativity and creating value in changing conditions.

Value After Disruption is a one-day leadership workshop for agencies, consultancies and other knowledge-based businesses reconsidering where their value will come from in a rapidly changing market.

It is not an AI training day.

It creates space for teams to step back from the immediate noise and ask more useful questions:

• What remains valuable and should be protected?

• What is becoming outdated or commoditised?

• Where do we need to adapt?

• What could we create that clients will genuinely value next?

Hosted at Pippingford Estate on the Ashdown Forest, the workshop works with the story of the landscape to explore adaptation, interdependence, disturbance and renewal.

Teams leave with clearer thinking and a practical creative output. This might include a future value statement, adaptation map, team manifesto, campaign concept or new narrative for the business.

Explore Value After Disruption

Neuroinclusion

Neuroinclusion is not a bolt-on to my organisational work. All Thorp Coaching work is guided by Universal Design principles, considering accessibility, flexibility and different ways of thinking, communicating and participating from the outset.

I bring professional expertise alongside lived experience of neurodivergent leadership and late diagnosis. I understand both the strengths neurodivergent people can bring and the considerable cost of masking, coping and trying to succeed within systems that were not designed with different brains in mind.

I work with organisations to understand how people actually do their best work and what gets in the way.

Rather than focusing only on awareness or individual support, I help organisations look more deeply at the cultural patterns, expectations and systems that shape behaviour day to day.

This includes:

• how leadership is experienced in practice, not just described in principle;

• how communication, pace and decision-making affect different people;

• where people are adapting or masking in order to fit;

• how expectations around performance, availability and “professionalism” are defined;

• what enables people to contribute fully, and what quietly limits them.

From there, the work might involve:

• developing leaders to lead more inclusively and effectively;

• coaching individuals navigating difference, pressure or transition;

• facilitating honest conversations within teams;

• reshaping ways of working so they support a wider range of people;

• supporting more sustainable performance and a stronger sense of belonging.

The aim is not to fix individuals or add another initiative.

It is to create the conditions where people can think clearly, contribute fully and do their best work without having to continually adapt themselves to fit the system.

Awareness is only the starting point. Without practical change, it risks becoming another well-intentioned initiative that leaves people doing the same work in the same way.

I work with organisations to translate understanding into action. That includes equipping line managers with the confidence and capability to support neurodivergent team members day to day, embedding more effective communication and working practices, and helping leaders recognise where systems are unintentionally creating barriers.

I also speak on neurodivergent leadership. My lived-experience keynote, Behind the High Performer, explores what can sit beneath visible success, including masking, overcompensating, burnout and late diagnosis. Rather than charging a speaker fee for this talk, I ask organisations to make a donation to ADHD UK.

The real work is creating cultures, management practices and everyday systems where different people can contribute fully without continually having to edit out important parts of themselves.