Career Development & Transition Expert with over 1,000 hours of mentoring and coaching.

Learn more about Paul

• When did you start your personal development? What motivated this choice?

  Personal development has been part of my life for as long as I can remember. Whether on the pitch as a rugby coach and referee, in the boardroom leading global sales teams, or now in my work as a career and executive coach, I’ve always reinvested in my own growth. But here’s the truth: the greatest satisfaction I’ve ever felt hasn’t come from my own achievements—it’s come from watching others develop. My teams, players, family, and coachees. That’s what motivates me—seeing people discover what they’re capable of.

• Describe your own understanding of "personal development" and what it can bring in the short and long-term?

  To me, personal development is the process of becoming more honest with yourself—and more intentional in how you live. In the short term, it can shift how you approach your work, your relationships, and your inner voice. In the long term, it builds resilience, purpose, and peace. For those I coach, the development work isn’t just about the next job or goal. It’s about stepping into a fuller, more grounded version of themselves. That’s what I’ve seen in the people I’ve led and coached—and that’s what I aim to nurture in every session.

• What are some practical tips to help improve self-confidence?

  Create your own circumstances: Confidence doesn’t come from theory—it comes from action. Start small, but start.
  
  Talk to yourself like someone you care about. Your internal narrative sets the tone.
  
  Find your people. Sometimes confidence starts with someone else believing in you—until you can do it for yourself.
  
  Notice your own growth. Look back as often as you look forward. You’re further along than you think.

• Do you think a teacher can learn from their students? Is there a lesson where you have experienced this?

  Absolutely. The best teachers are always learning. My coachees have challenged and inspired me more times than I can count. I remember one client saying, “I’m not broken—I’m just tired of pretending to be someone I’m not.” That hit me hard. It reminded me to lead with humanity, not just with strategy and outcome. When you’re truly listening, your students become your teachers—and it’s a privilege.

• What personalities do you admire; who represents personal and professional success in your opinion?

  I admire those who lift others. Leaders who leave people better than they found them. People like Sir Clive Woodward, who built winning cultures not through ego but through values and team development. Or individuals I’ve worked with—coaches, colleagues, even clients—who step into difficult situations with calm resolve and quiet strength. Success to me is measured in how others grow around you.

• What are your hobbies and what benefits do they have on your motivation?

  I work with stained glass—it’s meticulous, slow, and grounding. I also referee rugby, which sharpens my judgment, focus, and calm under pressure. Both remind me of the value of process. They’re not just hobbies—they’re practices that keep me centred and remind me that growth isn’t instant. It takes time, effort, and care. Much like coaching.

• Who are your classes for, specifically? Is this domain open to all?

  I work with people who are ready to take ownership of their path—whether they’re graduates unsure of their next move, professionals rethinking their careers, or leaders needing a reset. My coaching is for those who want real change—not quick fixes. If you’re willing to look inward and step forward, we’ll get on just fine. This work is for everyone—but it works best for those ready to show up fully.

• Being a Superprof requires some adaptability. Tell us about your methods in adapting to different individuals.

  I’ve coached everyone from recent graduates to C-suite executives, and the through-line is always the same: meet the person where they are. I adapt my approach based on the individual’s needs, energy, and goals. Some need structured plans, others need space to reflect. What matters is trust. Once that’s there, we can shape the work together. That’s where the real development happens—and that’s what I find most fulfilling.