Structure and Pricing

Any approach is tailored to your organisation and your employees, but a typical structure would look like this:

  • 4- 6 coaching sessions

  • 3 telephone calls with industry specialists who are leaders in their fields

  • A meeting or opportunity to shadow: observing a board meeting; run a wine estate; meet a BBC presenter - we set up the opportunities based on each individuals needs.

You can expect to pay an average of £3450 per employee. This would equate to around 10 hours coaching support plus several hours of phone calls with experts and depending on the sector, it could be meetings and or full day shadowing opportunities. In total, we’d expect this to be on average 15-18 hours of support. We don’t have a time-frame restriction, but do manage each transition project to ensure adequate pace and momentum is appropriate to each individual.


Career Transition & Outplacement Support

Step 1: establishing trust & understanding needs

First we meet to get an overview of what they are looking for and how we can best support.

Some people have a clear idea of what they want to do next; others need more help. We explore current strengths, knowledge, interest and values to get a range of suitable options to explore. If useful, we can use psychometric tests to help give more personal insight.

Often people have an idea of an area they want to explore - we help refine this by lining up chances to speak to experts in a number of related fields. Experts have been identified and trained to provide the most useful insights. Speaking to several people often narrows down ideas to one or two main areas on which to concentrate.


Step 2 - Practical interventions: meetings/shadowing & Charity Donations

The next phase of intervention involves opportunities to meet and shadow the experts. We ask employees to prepare questions and in some cases business plans. Experts are already briefed on what to expect. We also handle all legal work - confidentiality agreements, non compete agreements and terms and conditions (often relating to insurance, employer status) are signed.

Read our testimonials page for detail, but here are some real examples:

  • Full day shadowing an equestrian center to help understand the costs involved. Is this a viable future job? Should I focus on livery or riding school? How much do you pay staff?

  • Do I really want to buy a hotel in the Lake District? What are the margins involved? How many rooms are optimal? Should I buy near an established pub?

  • Meeting a book publisher; getting feedback on a book. Is it likely this will be published? What feedback do you have? Do I have a career as an author and if so, what will I get paid?

  • Meeting the songwriter for Ellie Goulding, Steve O’Dell and Rebecca Ferguson. (There was no intention to change jobs but in the words of the client this was quite simply a very cool opportunity and an amazing employee benefit).

Money at this stage supports either small businesses or is donated to charity.


step 3 - Follow up

Following up after the intervention stage is essential for reviewing options and planning next steps. People often leave the intervention phase inspired and ready to take action. It’s our job to help make this a reality. We meet, follow up and hold people to account.

Where it helps, we’ll also introduce to previous clients to help expand and grow networks of people who can relate to and share experiences.

other interventions:

  • Internal mobility and (nearly there) the promotion of more women into senior roles

    We’re working with several organisations to develop internal job shadowing programs. Not only is this good to generate internal mobility, it’s also great for developing wider business awareness and understanding. We don’t have the data yet, but initial feedback suggests this will also help promote more women applying for senior roles. We’ll explain why when you invite us in for coffee :)

  • Personal responsibility workshops

    It takes two to tango! We believe organisations have a duty to provide a good and safe work environment, but employees have responsibility for their own engagement and career development. We help your employees realise the power they have to be responsible for the choices they make, the quality of relationships they have with others as well as the level of engagement and motivation they feel. The factor which most predicts career satisfaction (or engagement if you prefer, but academically, they’re the same concept) is ‘locus of control’ - or for want of a better word, personal responsibility. Work on this and you set people up for life - a more positive and longer term view on well being.

  • Career changerships

    Many organisations offer graduate schemes, but few target these at the career changer population. Skills are harder to acquire than knowledge or experience. Organisations tend to focus on the latter - which misses a huge opportunity not only to be different, but to be progressive. We have some pretty cool ideas here - why not meet to talk about them?

  • Recruitment overhaul

    You already have the resources you need to dramatically improve the retention of those you employ. It won’t cost more. It just requires an open mind and a willingness to try something different. We have the science and the research to prove the methodology works. Conservatively, you should see retention rates improve by a factor of 30-35%.

  • Webinars

    Webinars can be great ways to get groups together virtually. Our focus is on making these forums for discussion rather than to lecture. We have a vast range of content we can share so let us know your needs.


Personal Career Management | Career Coaching Services | Career Transition Specialists | Outplacement Service Providers London