Amy Williams

I work with scaling businesses and ambitious leaders who are done with surface-level fixes and ready to make permanent change. My practice is built on behaviour change using neuroscience and psychology. Not frameworks that sound good in a workshop and disappear on Monday. Coaching that gets into the patterns, the thinking, and the habits that are actually driving performance and changes them for good. I work in 2 lanes: For scaling businesses - developing the leadership capability their growth depends on. The leaders who need to step up, take genuine ownership and perform without everything running through the founder. I work with leadership teams and individual leaders inside organisations to build the internal structure that means the business can grow without the owner in every room. For individual leaders - the ambitious leaders in corporate environments who are quietly carrying more than anyone realises. Who know what good looks like but aren't consistently operating there. We work on the internal stuff - the self-limiting narratives, the confidence that drops at the wrong moment, the patterns that keep showing up despite their best efforts. Clients typically work with me on: Psychological steadiness under pressure Decisive judgement and clear standards Direct communication that doesn't cost relationships Accountability and ownership Confidence that holds under pressure 12 years coaching in high-performance environments Ex-Head of Performance across the UK, US and Germany Postgraduate Certificate in Executive Coaching (Henley Business School) Behaviour Change Specialist Insights Discovery Practitioner 100+ recommendations Lead the f*ck out of it

This was the role that brought everything together. Global remit and a strong leadership focus: > Designed a global L&D strategy using psychological research and models including the 70:20:10 framework - every initiative connected to business objectives, nothing existed just to exist > Collaborated with Central and Sales Leadership Teams to identify performance gaps and build tailored leadership development plans focused on the right skills and behaviours > Coached and mentored leaders from billing manager to MD level - meeting people where they were and moving them forward with challenge and care > Designed and facilitated formal leadership programmes and workshops targeting the real challenges leaders face at every level of management > Identified and managed external supplier relationships - quality, relevance, and value were non-negotiable > Delivered bespoke team solutions - coaching, workshops, mediation, and psychometric assessments - to strengthen culture, collaboration, and performance This is where my coaching practice was born. I saw up close what happens when leaders don't get development that matches the weight of their role and I decided to do something about it.

When the pandemic hit, I stepped up to lead the global L&D team. The world changed overnight so the work got more important: > Designed and led a global L&D strategy grounded in psychological research and models including the 70:20:10 framework - making sure every initiative connected to real business objectives and worked in a hybrid environment > Worked closely with leaders at every level to identify learning needs across individuals, teams, and the whole company - with a sharp focus on sales and leadership > The internal L&D expert - advising, directing, and supporting informed decision-making across the business on all things learning and development > Led and managed the global L&D team day to day - keeping a high-performing team focused, cohesive, and delivering > Owned the L&D budget - allocating resources strategically to get the most impact from every pound spent

Promoted after developing and nurturing a team of beginner L&D Consultants. This is where I stopped just delivering development and started leading it: > Designed and implemented the global onboarding process - building the foundation every new starter walked into from day one > Designed and facilitated global sales training programmes and future leadership pipelines across multiple levels and development areas > Coaching and mentoring at all levels - helping recruiters and leaders move through real challenges with pace and without losing themselves in the process > Led and mentored a team of Sales Trainers across three locations - holding the standard high and backing them to do the same

After nearly three years in L&D, I stepped up to Senior Consultant and took full ownership of global sales training - design, delivery, and evaluation - across multiple levels. What that looked like in practice: > Global sales training - end to end, from session design to delivery to measuring what actually changed > Skill gap analysis in close partnership with senior leaders, making sure development effort landed where it mattered > Coaching and mentoring for recruitment consultants at all levels - helping people move through real challenges, not just tick a training box > Bespoke L&D initiatives across the business, including personal brand and social media training on a global scale > Mentoring junior L&D team members - building their confidence to deliver independently and to a high standard > Hosting company-wide learning events, including National Learning at Work Week, to embed a culture of continuous growth

I'd spent years in recruitment watching people either sink or swim when they joined a new company and I wanted to change that. Moving into L&D was the thing I'd been moving towards without knowing it. I delivered sales training to entry-level recruitment consultants across the UK, Germany, and the US. What that looked like in practice: > End-to-end onboarding ownership - from day one induction to systems orientation to first-week experience, for new starters at every level > Sales training delivery across three countries, designed to build confidence and capability from day one > Bespoke coaching and mentoring for both trainee and experienced recruiters - identifying skill gaps through close collaboration with leadership and managers > Ongoing programme development - regularly reviewing, updating, and improving content to keep it relevant and sharp > Yearly training programme coordination - mapping the full learning journey and making sure it held together

I joined Austin Fraser because I believed in what they were building. I worked both sides of the desk - finding exceptional tech talent and winning the clients worth placing them with. Built relationships from scratch, managed the full recruitment cycle, and learned early that the best outcomes come from radical honesty with both candidates and clients. What that looked like in practice: > Full 360 recruitment across the technology sector - from headhunt to hire > New business development from cold prospecting, pitching, and securing new client partnerships > In-depth candidate interviews and assessments to match on skill, culture, and fit > Offer management and salary negotiation to get the right outcome for both sides > Market intelligence - tracking salary benchmarks, hiring trends, and competitor activity to advise > End-to-end process management, keeping candidates/clients informed and the experience smooth It's also where I first understood the difference between managing relationships and actually influencing them.