I am the founder of The Newman Practice, a coach, a compliance leader and someone who has spent over a decade working in a high-pressure and highly regulated environment. 

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On paper, my career has been in compliance, regulation and governance. But, what has always interested me most is people.  Why do some people seem to thrive at work while others, who are just as capable, spend so much energy trying to work in ways that do not come naturally to them? 

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Part of my interest in this comes from my own experience. For a long time, I felt that traditional ways of working were not really built for how I naturally think and work. I often felt like I was expected to mould myself to fit a way of working that did not come naturally to me.

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Over time, I realised that it was not that there was something wrong with how I worked. It was that I thrived in the right environment. When I was given trust, flexibility, autonomy and psychological safety, I was able to do my best work.

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Along the way, I built up plenty of tools and strategies that helped me succeed. But what I eventually realised was that even the best tools need the right environment to work. You can have all the strategies in the world, but if the culture around you isn't supportive, you're constantly swimming against the tide.

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That is the thinking behind The Newman Practice. It is about creating environments where people can do their best work without feeling they have to become someone they are not.

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That is how I approach coaching today. I do not believe people need fixing. More often than not, they need the space to understand themselves better, the confidence to trust how they work best, and practical strategies that fit their life rather than someone else's idea of how they should work.

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Through coaching, manager support and workplace training, I help individuals and organisations create ways of working that are practical, sustainable and built around how people work in the real world. Whether someone comes to be feeling burnt out, stuck, overwhelmed or simply knowing something is not working, my aim is always the same: to help them leave with greater clarity, confidence and a way forward that feels both achievable and authentic.

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In many ways, I have become the coach I wish I had, the coach I wish more managers and leaders had access to, and the coach I wish more organisations brought in to support and develop their people. Creating environments that work for different ways of thinking does not just benefit some people. It benefits everyone.

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If any of this resonates with you, whether you are an individual, a manager or an organisation, I would love to have a conversation about how I might be able to help.

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