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A France-based company approached me with recurring challenges in working with their English-speaking counterparts in the UK, the US, and Australia, as well as with clients, vendors, and contractors. They often faced delays, duplicated work, and strained relationships due to misunderstandings in both language and culture. What was meant as a straightforward update might come across as abrupt or rude, while messages sent with urgency sometimes appeared too relaxed to their English-speaking colleagues. These subtle but important differences were eroding trust and creating inefficiencies.

The company asked me to provide cultural coaching for their project managers, directors, and other team members who dealt directly with international partners. Through a tailored group session and practical workshops, we explored the nuances of English communication-everything from tone, politeness strategies, and indirect phrasing, to cultural expectations around hierarchy, decision-making, and deadlines. We used real-world examples from their own experiences to make the training both relevant and engaging, so participants could immediately see how small adjustments could prevent costly misunderstandings.

As a result, the teams gained a clearer understanding of how to adapt their communication style when working with English speakers from different regions. They learned to recognise when “yes” doesn't always mean agreement, how urgency is conveyed differently across cultures, and how to avoid common pitfalls that lead to frustration on both sides. Ultimately, the training reduced delays, improved collaboration, and created stronger, more positive relationships with their international partners-helping the business work more efficiently and effectively across borders.

A small startup based in France had enjoyed success with French clients but consistently struggled to win business abroad using English. With a team of fewer than ten employees, all reasonably proficient in English, they found that subtle gaps in vocabulary, terminology, and confidence were making them appear less competent than they actually were.

I worked with the team over several coaching sessions, identifying the communication gaps and refining their professional English. We focused on sales pitches, handling high-pressure client questions, and presenting their product with clarity, conviction, and confidence. By practicing real-world scenarios, they were able to improve both their language and their delivery under stress.

Within a few months of coaching, the startup won its first UK client and has since secured several more international contracts. The team gained not only practical skills but also the confidence to communicate effectively in English, opening new opportunities for growth outside France.

A systems engineer came to me feeling stuck in his career. While he had strong technical skills, he recognised that moving into management required more-particularly in communication, confidence, and leadership. He wanted support to break through the plateau and prepare himself for the next step.

Together, we focused on building his interpersonal skills, practicing interviews, and refining how he presented his strengths. Using real examples from his past projects, he learned to show where he had already demonstrated leadership qualities, even without an official title. We also worked on his visibility at work, helping him contribute with confidence in meetings and present his ideas clearly to colleagues and senior leaders.

A big part of our work was developing his communication and presentation skills, alongside practical leadership training. With coaching, he gained the confidence and clarity to position himself for a management role-and ultimately succeeded in making the transition from developer to manager.

He is now proud to be recognised as a Fellow by the Chartered Management Institute in the United Kingdom.