I got very good at changing patterns in billion-dollar businesses.
Then I sat in a coaching session about my own life and got... a description.

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The corporate years

I spent twenty years inside two of the world's largest consumer goods companies, Procter & Gamble and Reckitt, and worked my way up to Vice President of International Customer Strategy. The career took me around the world, with years living in Australia and the UK, working on global markets. My job, at its core, was patterns: go-to-market models, commercial plans, C-suite alignment, growth across multiple geographies. Look at a complex system. Find the thing that's actually driving the result. Change that thing, not the symptoms around it.

Two decades of that trains a particular kind of eye. Which is why my own experience of personal development frustrated me so much.

The gap

Over the years I did real work with good coaches and therapists. They were excellent at identifying the problem. I'd leave a session able to name my pattern with precision. What nobody gave me was the mechanism. I could recognise the software. I couldn't edit it.

For a strategist, that's a maddening place to sit: full diagnosis, no lever. It's the equivalent of a consultant telling you your revenue problem is a distribution problem, shaking your hand, and leaving.

NLP was the first thing I found that treated the mind as a process, something with structure, steps and levers, rather than something to be endlessly observed and discussed. I trained and certified as an NLP Practitioner and Coach with The Coaching Room in Australia, part of the Institute for Neuro-Semantics, and I spent my final corporate years applying it where I already worked: coaching senior leaders at Reckitt through exactly the patterns I now coach full time.

Why I left

Two things took this from a skill I used to the work I do.

The first was watching it work, repeatedly, with leaders who had spent years knowing their patterns and one focused conversation actually changing one.

The second was becoming a mother. Nothing makes you take the mechanics of the mind more seriously than watching young minds form in real time. Patterns install early, and they install silently. I wanted my children's installed deliberately, and I realised I wanted that for more people than a corporate role would ever let me reach.

So I left, and built Mindful NLP.

How I work

I'm not a guru, and this isn't therapy. I'm a strategist who applies commercial rigour to the internal stuff: name the pattern precisely, find the mechanism actually driving it, change that. Mindfulness for the presence to catch the pattern as it runs. NLP for the process to adjust it. You bring the ambition. That part was never the problem.