Executive Coach and Psychotherapist in Singapore

I am a practising psychotherapist and ICF-trained executive coach, working with individuals on trauma and relationships, with leaders on performance under pressure, and with organisations on culture, wellbeing and the behaviour that undermines both. I came to this work through 21 years in corporate leadership and a doctorate researching what harmful supervision costs people and the organisations they work for.

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Psychotherapy

My clinical practice is integrative and trauma-informed. I draw on Eye Movement Desensitisation and Reprocessing (EMDR), Cognitive Behavioural Therapy (CBT) and trauma-focused CBT, Dialectical Behaviour Therapy (DBT), Solution-Focused Brief Therapy (SFBT) and Clinical Hypnotherapy, chosen with each client rather than applied by default. I am a Full Member of the Singapore Psychological Society, an Allied Member of the Singapore Association for Counselling, and a member of the Association of Psychotherapists and Counsellors (Singapore) and the International Council of Integrative Psychotherapists (UK).

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Executive coaching

Not everyone who works with me is in difficulty. Many are leaders and high performers who want to do demanding work without paying for it in their health or relationships. My coaching combines ICF-accredited training with more than two decades of management experience, so the conversation is as fluent in P&L, politics and promotion as it is in psychology. Engagements are confidential, structured and measured.

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Corporate background

Over 21 years in corporate roles I worked across organisational strategy, people and change management, consultative sales, consumer psychology and marketing, research-led product development and project management. [Add two or three named sectors or employers if you are comfortable doing so; specificity builds trust.] That career is why I read organisations as closely as I read people, and why my solutions tend to start with the system rather than the symptom.

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Doctoral research

My doctoral research in organisational behaviour (Doctor of Business Administration, University of Canberra, completed 2026) examined how abusive supervision depletes employees' psychological capital and, through it, drives emotional exhaustion and the intention to leave. A second study, a randomised controlled trial with 65 Singapore employees reporting abusive supervision, tested a four-hour psychological capital intervention. Compared with a waitlist group, participants showed significantly more favourable short-term change in psychological capital, emotional exhaustion and turnover intention.

The practical message is that the inner resources a bad boss erodes can be rebuilt, quickly and measurably, even while the conditions that eroded them persist. That does not let organisations off the hook: leadership development, clear reporting pathways and real safeguards remain the primary response, and resource-building for employees complements rather than replaces them. It does mean there is something evidence-based to offer the people inside those situations now, while slower structural change catches up.

This is the thinking behind all three strands of my work. In therapy and coaching, it shapes how I help individuals and leaders recover capacity under pressure. In organisational work, it is why my programmes build psychological resources in staff while intervention and leadership work address the behaviour that depletes them. My wider interests follow from the same concern: toxic leadership, workplace bullying and harassment, incivility, and what organisations can do to protect the people most exposed to them.

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How I work

Compassionate and direct. Open and authentic. Mindful of what is said and what is not. Collaborative: we decide the approach together. Developmental: the aim is growth that lasts after the sessions end.

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Personal philosophy

I am a lifelong learner and believe performance improves when we deliberately practise operating outside our comfort zone. Mistakes belong on every learning curve, and there is no deadline for success. Resilience and perseverance can be learned, and they build a constructive path forward.

A line of Nietzsche's has stayed with me: "One must still have chaos in oneself to be able to give birth to a dancing star." Growth usually involves internal conflict and competing desires. Experiencing and processing that chaos, rather than avoiding it, is often what carries a person beyond mediocrity. With the right guidance, the chaos can indeed give birth to a dancing star.

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A little more about me

Born and bred in Singapore, I spent 16 years studying and working in Australia, in Perth, Melbourne and Sydney. On the Big Five I come out as an empathic idealist who uses insight and creativity to help others, paired with an analytic thinker who problem-solves through rational, complex analysis and keeps looking for better ways to run systems. In MBTI terms I am an ENFP (Extraverted, Intuitive, Feeling, Perceiving) and an ambivert. I am married to a Frenchman and mother to two mighty girls, with a weakness for uni (sea urchin), most things umami, good wine and travel.

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Qualifications and credentials

•Doctor of Business Administration, University of Canberra, Australia (thesis & program completed; conferral pending)

•MBA, University of Manchester, UK

•Professional Diploma in Psychotherapy (Postgraduate), The School of Positive Psychology, Singapore

•Bachelor of Arts in Psychology, Deakin University, Australia

•ICF-accredited coach training, Collective Change Institute

•Full Member, Singapore Psychological Society (MSPS)

•Allied Member, Singapore Association for Counselling

•Member, Association of Psychotherapists and Counsellors (Singapore)

•Member, International Council of Integrative Psychotherapists (UK) 

•SHRM Senior Certified Professional, 2020–2026

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