Whilst coaching or consulting in a professional services firm is sometimes a cross between Business Coaching, CEO Coaching and Executive Coaching, it needs to recognise that it is a different structure and often has a unique culture compared to a typical corporate organisation. For instance, the following features are often present:
I bring a unique blend of skills and experience to coaching and consulting around the practice management issues of a professional services firm being a Chartered Accountant, Chartered Secretary, former National Operations Director of PricewaterhouseCoopers and now an Executive Coach and Professional Practice Management Consultant with extensive "soft" accreditations. My understanding off these issues arises from my 26 years in PricewaterhouseCoopers/Price Waterhouse in Australia, with the last 14 of those years involved in administration, finance, operations and practice management roles. I had significant involvement in the merger of the legacy firms of PricewaterhouseCoopers in 1998/99, the rationalization and reorganization of various business units, significant process improvement initiatives and then an operational execution of a strategic realignment of the firm afterwards to meet market demands. My roles in PricewaterhouseCoopers (with a profile article detailing much of this here) included:
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