Our multi-cultural team bring diverse backgrounds including: leadership development; organisational development and change; personal transformation and coaching; sustainability; and multi-stakeholder innovation.
“I started my working life in large organisations and appreciated the intelligence, complexity and creativity I found around me. However, after a number of years I began to feel that the full strengths and potential of many of the members of these systems – including my own – were not being used. I reconsidered what I could offer others and myself through my work, and embarked on a lifetime’s journey to deepen my capacity in hosting trans-formative change that can benefit us individually, in our organisations, and in our world.”
Ali develops powerful communication at all levels within organisations using her expertise in Barry Oshry’s systemic leadership. She also works with graphic facilitation, a visual record of the group’s process, to enhance the quality of learning and reflection. Ali is an accredited trainer in the Organisation Workshop and has trained at the Power Lab, an immersive 6 day programme on power and leadership developed by Barry Oshry.
Ali is also the Director of a major mindfulness centre in London, a musician and vocalist, and is enthusiastic about developing people’s capacity for creative and authentic communication. Her consulting work is principally with leaders in large organisations in the UK and internationally.
“Humans have huge capacity for growth and change. I used to believe that with commitment to creating new mindsets, clarity of purpose and focusing on creating the positive “weather”, organisations would thrive. I knew that when things got ‘stuck’, having the courage to stay with it would allow creativity, courage and dialogue to emerge. My systemic practice has caused me to reconsider and expand my world view of how you create sustainable change. Our context creates patterns and blocks which mean that you can create significant positive shift only if you work at levels of individual, collective and the system to unlock unseen patterns.”
Alyse Ashton started her international blue chip career with ICI and progressed quickly holding management and leadership roles, HR, OD and Learning and Development. She developed a strong track record in leading change as well as mergers and acquisitions in diverse organisational cultures. She brings a straight talking, commercially astute and systemic approach to working with senior executives, boards, teams and talented individuals. She is a renowned, accredited coach and flexible, creative facilitator who has enabled leadership talent across the world to create step changes for over 25 years.
Alyse enables individuals and teams to get better results, feel more fulfilled and have fun in the process, getting rid of the blocks to being the best they can be. She believes we all have remarkable capacity to grow, especially if we ‘get out of our own way’ and create the conditions to think well. Clients value her incisive, creative and flexible approach in partnering to meet their specific needs.
“I grew up in Johnson & Johnson as a scientist and engineer leading increasingly larger and more diverse groups of people. Moving to Asia caused me to reconsider many things in my life, from what I held as true about the world to what my contribution to the world could be. I decided to shift to coaching and facilitation and undertook a series of studies that opened my eyes to new ways of seeing people and systems and how I can contribute to them.”
Professionally, Beth’s lifelong focus has been on unleashing the creative potential of people and organisations. She shifted from the realm of science and design into the world of facilitation and coaching in 2004. Although she has worked around the globe, the majority of her work has been focused in Asia.
She has supported Asian organisations in shifting from national to regional players or regional to global players; and has supported multinationals in extending their success into Asian markets.
“I’ve always had a profound sense of needing to do meaningful work. Over the years, as life circumstances changed, I constantly considered what ‘meaningful work’ means for me. What previously gave me meaning, working on global, macro issues, now had to share the space with new, micro issues such as my family. My new life mix catalysed a profound change. I reconsidered success. Not just as an idea, or a financial measurement, but as a practice using ‘Right Livelihood’. I define this as ‘meaningful, self-sustaining work on behalf of people and planet’. I believe that if we all defined success in this way, then we stand a chance of creating a sustainable future for our children’s children.”
Celine supports purpose-driven people and organisations to realise to identify and express their unique role in the complex system of social and environmental change. Her purpose as a consultant and coach is to inspire more meaningful, responsible and creative workplaces and livelihoods.
Her past work with organisations focuses on connecting employees’ individual purpose with organizational purpose & sustainability strategy, enabling people to find more meaning in their daily actions in the workplace and feel a greater sense of personal responsibility at work.
She brings together different approaches, tools and methods from the fields of personal transformation, creative thinking, brand strategy, sustainability practice, authentic leadership, social enterprise, executive coaching and systems thinking, and has the unique ability to integrate Brand, OD/ HR and Corporate Responsibility functions.
Celine brings over 15 years board level experience with organisations such as Accenture, Boots, BSkyB, Breast Cancer Care, the Home Office, Greenpeace International, Jeans for Genes, Macmillan, Mars, RISE, UNICEF and Vodafone. She holds an MSc in Responsibility and Business Practice from the University of Bath, UK and Certificate of Advanced Coaching Skills.
“The ability to see ourselves and our world from different perspectives is particularly necessary considering the precarious state of things in this frontier century. But like all necessary changes requiring growth, reconsideration is a courageous act. I am no stranger to the irresistible call of a Great Leap, and the trembling that comes from standing on its precipice. My work is to create spaces for ongoing reconsideration of the principles and purposes we embrace moving forward through the challenges of the 21st century.”
Chris began his career as an architect and mentor for communities, where he became a passionate advocate for the reconsideration of roles and values in light of modern challenges. He has been integrally involved in fostering healthy organisational communities for over ten years, serving as a consultant and mentor in the interweaving of plural values with common purpose, leadership with emergence, and the liberating structures of self-management with an organisation’s present capacities.
He has worked with civic institutions, non-profits, and leading technology corporations to create healthy environments where creativity, diversity, and clarity lead to step-changes in capacity. He is particularly passionate about helping organisations to reconsider their current challenges, animating crucial conversations and fostering clarity and action.
“Spending many years observing leadership and its impact on the world I have always been fascinated by what the conditions for leadership are. I came to realise that authentic leadership is a twin trail – not just the outer trail of having effect in the world but also the inner trail of self-awareness and development. And as I became aware my own leadership was not always authentic I was forced to reconsider how I showed up in the world. The twin trail is a guiding light in my work aligning leadership with meaning and purpose”.
With over 20 years consulting experience, Dick supports organisations designing and facilitating change and developing new ways of working to better reflect the complexity of the modern work environment to help them navigate sustainably into the future. He specialises in organisational design, corporate governance and Board practices.
He has worked with large (FTSE) companies along with SMB’s, and non-profits and has held senior roles in St. James’s Place Plc, KPMG Consulting and AXA Global Risks. As we enter a time of seismic change, in business and society, Dick is passionate about helping organisations engage in purposeful work in a meaningful way.
“After 15 years in various corporate, coaching and consulting roles, I began to work with social visionaries and innovators to connect people across sectors to spark innovation and collaboration necessary for organisations to become fit for the 21st century. Through this, I have had to reconsider how vital it is for people and organisations to look within to identify latent potential to impact society and the planet positively and to align it with strategic and commercial objectives.”
Jackie is an experienced coach, programme designer and facilitator. With over 20 years experience, she has worked in academic institutions, internet start-ups and telecoms companies. She has designed and delivered management programmes and executive coaching for companies including Heinz, Net-a-Porter, Tesco, L’Oreal, RBS, Allianz, BT and Jamie Oliver.
As Co-founder of the Centre for Social Brilliance, Jackie brought cross-sector social visionaries together to create breakthrough models and frameworks for increased social impact combined with commercial growth. Her passion lies in people and organisations showing up and leading from their wholeness so that conscious awareness develops and organisations interact more seamlessly and positively with society and the planet.
“Over the first decade of my career, I reconsidered how transformational change shows up in the world. It comes from acquiring more knowledge and skills and from experiential learning, finding the leader within, a focus on purpose/strategy and being able to see the systems we work in through the eyes of varied stakeholders. I believe there is massive business and societal benefit from a commitment to lifelong learning and development and working in partnership on complex challenges at the systemic and the organisational level.”
Jane is an international facilitator, trainer and coach in the field of systemic change and innovation, leadership development and global challenges. She works with international leaders and organisations across sectors: including global companies, universities, governments, international organisations and civil society. Jane designs and facilitates leadership programs based on the U Process. She also works with systems thinking, making sense of complex science and economic change, scenarios and other future minded techniques, eco-literacy and working with creativity in the innovation process. She works with mindfulness and embodied leadership practices, including Heartmath. She has a passion for the power of immersive learning journeys to facilitate deep and transformative learning, leadership development and innovation.
While working in the HSBC Climate Partnership with Earthwatch Europe, she designed online learning programs working with leadership development and research teams at regional centres in the U.S., Latin America, Europe, India and China. In the University of Oxford she has designed, directed and lectured on leadership programmes for a number of senior delegations from China, Nigeria and Brazil and she has also worked with emerging leaders from China. As a core team member of the Authentic Leadership in Action Institute (ALIA) she has helped to establish ALIA in Europe, designed intensive leadership development programmes and facilitated tracks working with the U Process. With the Warwick Manufacturing Group in the UK, she has worked on Innovation modules with participants from Astra Zeneca, Syngenta and PZ Cussons and on a Master’s programme on Innovation and Entrepreneurship. With Martin Kalungu-Banda she has co-facilitated an organisation development programme for people from the government, business and civil society sectors in Zambia.
Based in the UK, she has had previous experience facilitating in English and French.
“I used to think that change happens overnight and is easy to achieve once everyone knows what to do. Years of experience has made me reconsider this assumption and learn that one of the most difficult parts of change is to translate the initial inspiration into a consistent shift in behaviour. I also realised that for change to be successful, it requires enduring commitment to do the right thing, complimented by a willingness to repeatedly step into the unknown, individually and collectively.”
Jaroslav discovered leadership development during his 6 years in AIESEC, global leadership development non-profit with nearly 70 years of history and 86,000 members present in 113 countries. He then spent the last 7 years working with leaders in Europe, North and South America, Africa and Asia, catalysing individual and collective change in the corporate, entrepreneurial and social change sectors. Throughout his career, he became aware of the global reality of our world and developed an accurate understanding of what it takes to develop leaders who can shape better futures.
Jaroslav has lived and worked in UK, US, Spain, Belgium, Netherlands and Czech Republic. He currently lives in London and Madrid.
“I used to be more future-oriented: rigorous planning, talking of sustainable change, imagining that the changes, I and others, were involved in would endure. I now see that changes cannot be “built in”; we and the world are too complex. The quality of the future we want has to be present in the here and now. The key to creating the future is a shift in our being and how we act, now. As you start on the way, the way appears: one meeting, one conversation, one decision at a time. This has been a process of reconsidering, not a single moment of insight.”
John describes himself as a ‘systems alchemist’ who curates transformational learning experiences to release human potential. He specialises in working with complex challenges that involve multiple stakeholders; creating the conditions for fundamental shifts in performance and realising personal and organisational purpose.
His approach pays attention to the multiple factors at play in any situation: the interrelationship between the individual, team and the wider system; the interface between strategic priorities of the organisation, leadership behaviour and the organisation’s culture. His experience is that personal and organisational transformation comes from engaging head, heart, gut and spirit. Clients describe John’s style as challenging and warm-hearted, rigorous and inspiring. John pioneered the introduction of Barry Oshry’s human systems frameworks to organisations across Europe and accredits trainers in Power+Systens’ methodologies.
“I have always been fascinated by people; how they work, think and do. I grew up as a scientific rationalist and atheist however a deep intuition training course I attended in my early thirties had a profound effect on me. The strong and undeniable psychic experience that I had during the training was, according to that worldview, impossible. This demanded that I reconsider my whole reality frame in order to build a scientific model which explained how that experience could be real. That experience was also the start of an ongoing never-ending developmental exploration.”
Jon’s career started in information technology where his success as an analyst and applications architect led to his becoming European Systems Director for a market-leading multinational. Subsequently he became a consultant specialising in programme management, leading increasingly to expertise in change, governance, relationship management and the stakeholder journey.
In parallel, Jon is an explorer of the human frontiers, always seeking deeper understanding of individuals (starting with self), organisations, societies and change. Jon’s deep interest in how people think and frame reality led to a passion for values-based personal and collective development, with wide methodological expertise. This blends with inner development and strong intuitive sensing of drives and inhibitors.
“Before I began working in leadership development I thought it was about introducing leaders to theories and telling them to implement them. Working with leaders from all backgrounds led me to reconsider my assumptions. I realised that leaders who follow models slavishly will not achieve the followership they seek. Leadership starts with “know thyself”. Great leaders know and show their passions, their deeply held values, and their individual style and I am passionate about taking people on this journey.”
Julia is a leadership development designer and facilitator. Most recently she led the development of a trading arm designing and delivering customised leadership projects for an international education not-for-profit, developing leaders from all backgrounds and sectors. Her experience spans various complex systems through her partnership development work and clients including the big four accountants, blue chip companies, local authorities, and the NHS.
She is an Executive coach, accredited to deliver the Organisational Workshop, and a professional storyteller and in her professional past, Julia held management roles in a retail bank for 15 years, including Departmental Head.
Laura has a great track record in creating ‘ah ha’ moments for people, whether in 1:1, team or large scale situations, for themselves and their organisations.
An experienced and skillful designer, she has developed and delivered numerous development programmes (some accredited by independent professional bodies) and facilitated a vast range of team development sessions. She is accomplished at enabling people to explore challenging issues, communicate authentically and articulate their ambitions and strategies – for themselves and their organisations. Leadership development for sustainability is her current focus – helping people consider the implications of their business choices for people and planet.
Clients say she is inspiring, insightful and fun to work with.
São Paulo, Brazil
“I’ve always had a fascination with leadership and organisation. My first corporate job, was like a dream come true. I got to do some very interesting work in a rapidly-growing and transforming organisation. I also had parallel tracks to my life for instance involvement in community and educational organisations. Future Considerations – and the immediate demand for our work from a surprising range of blue-chip clients – has forced me to reconsider that these worlds need to be separate. I’ve come to firmly believe that there is massive business and societal benefit to bringing them all together.”
Mark is in his element when he sees people becoming more of what they can be, when relationships, teams and organizations become more alive, and when “stuck” problems in organizations and society become less stuck. He works as a coach, consultant, facilitator, learning designer and business leader across sectors and geographies to this end. He is known by his clients as a trusted thought partner who can help them to shift their agenda forward in an integral manner – combining head, heart and hands to achieve more powerful business results.
He helped to build Future Considerations from its early days, and served as its leader or co-leader from 2009 to 2017. He has been faculty and programme director on numerous leadership programmes at HSBC, Shell, KPMG, Cadbury Schweppes and other clients. Over the past 5 years, he has led Future Considerations’ work with Functional Business Partners in Shell and Philips – programmes that have collectively reached over 2000 business partners and senior and middle levels.
“In the early part of my career, I served as a lecturer in business ethics at the University of Zambia. One day my wife, Aggie, asked how I conducted my lectures. I responded, “There is only one way that university education is delivered. A lecturer prepares his or her materials which are delivered in one or two hour sessions.” Aggie, responded, “What do you think about conducting your sessions in a way that would invite students to participate in knowledge generation?” I responded, “I am responsible for providing this knowledge through lectures.” For months, Aggie ‘bothered’ me about trying out participatory learning techniques. After a year, I reconsidered. I asked Aggie to help me plan a participatory learning session and in the subsequent months the number of students attending my lectures grew from 50 to 120. The extra 70 were attracted by the invitation to co-create learning. Later, I realised that Aggie’s advice was a precursor to my work in organisation/ leadership development and innovation.”
Martin is an experienced consultant in organisation and leadership development; a designer and facilitator of innovation and change processes; corporate affairs practitioner; trainer and coach with an extensive track record of working across business, government and civil society and believes in the unlimited potential of each person to be creative and productive. He has had the fortune of serving his country’s (Zambia) third Head of State as Chief of Staff and Special Adviser, an experience that taught me how to support leaders in business, civil society and government as a coach and thinking partner.
For the last 10 years, Martin has led a number of innovation and change processes in various sectors that include healthcare, international development and the corporate world. He has collaborated with other practitioners to design learning journeys that have seen organisations improve their performance or resolve intractable challenges.
“I have always had a strong interest in people and groups and understanding why we do the things we do. At the level of the individual I hear many common stories and visions among many different people. As a collective I find it fascinating that we appear largely unable to realise these visions and create futures we individually seem to want. I am constantly reconsidering the approaches and thinking related to this ‘individual-group’ connection.”
Michael has a variety of high-level experience in the drinks and leisure sectors and has set up several successful businesses.
This business background is supported by Psychology, Coaching and Psychotherapy education and training. Michael has worked in the areas of change management, process design and facilitation for more than fifteen years and for a wide range of clients.
“During the Noughties, I was privileged to work on some of the largest and most demanding projects in Shell. In 2009 I had the opportunity to reconsider my future and to take my skills beyond the oil and gas industry. This would provide me with the opportunity to learn from different organisations and to test my conviction that great business innovation comes from working with intact teams, combining hard business outcomes with work on the harder aspects; individual growth, team effectiveness and organisational development.”
Nick is an independent consultant with broad experience in commercial leadership and organisational development. He spent more than 30 enjoyable and fruitful years with Shell before deciding to leave early in 2010 to concentrate on new horizons.
Nick has experience leading a variety of thriving businesses from Crop Protection to Bulk Petrochemicals in places from Albania to Zambia. He spent much of his time with Shell in operating companies dealing directly with customers. As director of marketing and commercial operations for Chemicals in the United Kingdom he was particularly engaged in leading staff through the changes towards a European and later the Global enterprise. As a result, Nick was invited to join Shell’s Leadership and Performance Team, moving to the Group’s corporate centre.
“I had a fascination with organisational strategies and how organisations could choose the ‘right’ strategy to move forward. Years ago, I worked with an organisation where the ExCo had developed such a strategy, but had made no progress towards implementing it. During our workshop it became clear that none of the ExCo felt the strategy created the kind of organisation they wanted to work for, but felt unable to challenge it due to the rigorous analysis from a prestigious consultancy & the money invested in it. This forced me to reconsider the role of strategy in directing organisations, and the more human elements – leadership, individual ambitions and what we care about – have become my priority ever since.”
Pete is a consultant, facilitator and coach with an international background in leadership and organisational development. He is an expert in the field of Embodied Leadership, on which he has written a book. He is interested in leadership and personal development, including the role that conflict plays in organisations and society. His current clients include Barclays, BP and the UK & Singapore Civil Services.
Pete is an Associate at Future Considerations and has previously worked at Roffey Park Institute for five years, and despite having left continues to work as a tutor on the Roffey Park MSc in People and Organisational Development, and their Post-Graduate Certificate in Coaching.
“I my late teenage years, I held a firm belief that I had a natural skill for leading people and teams. After an intense period of self-reflection after leading an on-campus student association for 12 months, I began reconsidering “what is my role as a leader?”. My sense is that leadership begins by knowing whom it is you serve, enrolling those people into an idea of what is possible, demonstrating the value of achieving that and, perhaps most importantly, acting to empower those you serve to genuinely perform at their best. Only then will we, together, truly achieve our highest performance.”
Peter is an engaging facilitator, communications professional and project manager, and has particular strength working in the virtual world.
His experience includes FMCG, telecommunications and not-for-profit sectors. One key role was as a company director of AIESEC Australia Ltd, responsible for the personal and professional development of 650 global youth leaders across the country requiring a substantial level of engagement with individual volunteers and their associated teams to build and sustain their commitment to AIESEC’s purpose.
“I started my career fascinated by technology and how that could revolutionise business. I then became fascinated to explore why so many projects failed! The crucial “missing” was often the people. So I started to reconsider what was needed for success and herein began my journey of self-development for the sake of enabling me to work with people’s passions and enable them to be all that they could be.”
Tim is a very experienced coach, consultant and facilitator, who enables individuals, teams and organisations to be the best that they can be in pursuit of their objectives and dreams. He combines his diverse and extended organisational and consulting experience with his passion to develop others and help them to bring fulfillment to their purpose. The majority of his work is in facilitation of senior teams and executive coaching.
He is passionate about Shakespeare and more generally, bringing poetry and story into organisational life.