My professional purpose is transformative work. Here are a handful of examples that reveal what transformation can mean and look like:

The Scottish board of directors of a regionally structured major construction company comprising an MD and 6 directors hired me to act as individual and team coach. They went on to become the highest performing region in the company and each of the six directors went on to become managing directors and lead highly successful businesses within the group.

A Utility company in their own words 'the poorest performing company in its sector' at that time became the clear leader in its field and recognised as such three years in succession through Regulatory Audit. This remarkable turnaround story was based around developing a high performance top team, executive coaching, leadership development programmes and a structured approach to culture change. My role and that of my own team was to act as team coach and as individual coaches to members of the executive team.

A housing company who described themselves as 'adequate' has become sector leader with the highest customer satisfaction scores in their business to go with record staff engagement figures. Two years ago they entered the Sunday Times Top 100 companies at 72. Last year they were number 6. This year they have taken the no.1 position for training and development. Their extraordinary success has been ascribed to their commitment to organisation development and particularly, the development of the top team and creating a coaching culture. My coaching team and I have designed and delivered a range of OD interventions which included individual coaching, senior team development, coach training and large group interventions.

I occasionally work in the world of professional football. This particular team was rooted at the bottom of their Premier League post mid-season and in everyone's eyes a dead cert for relegation - something that would have cost the club considerably. Its league record at the time of our team intervention was: played 24; won 3; drawn 5; lost 16; points 14. They needed a minimum of 14 more points from the remaining 9 games to avoid relegation. We were asked to help and the result was a two day deep-dive team retreat with the players, manager and coaching staff followed by a one day workshop jointly facilitated by a club director, Alex Bluckert and myself. It turned out that they needed 17 points due to the results of others teams involved in the dogfight. The final nine games went as follows: won 5; drawn 3; lost 1; points 18. By any standard this was an extraordinary turnaround; a 252 per cent improvement in performance in terms of points collected. Had the team been this successful throughout the season they would have finished second!