The people nearest to change are often the last to notice it slipping. I help you catch the drift before it becomes a pattern.
A leadership integration practice for organisations managing transitions — and the leaders living them.
Preeti Kurani
Integration Coach & Consultant
I've sat in rooms with leaders six months into a new role or organisation, when they should have gained real momentum, but instead, I most often notice a drift — from the goals, the room, and the people.
Maybe you've seen it too. The promotion that looked right on paper. The hire everyone was genuinely excited about. And then, somewhere along the way, something shifts. By month six, everybody senses it. Nobody quite calls it out. The support still exists, but by then the leader hesitates to reach out. The gap between the system and the leader starts widening slowly, and soon behaviours harden and become difficult to dial back.
The gap is the space I work in: the transition into the role, and the months after. Alongside the leader as they settle, and alongside the HR leaders and sponsors as the system quietly forms its read.
Who I Work With
Organisations
Partnering with you as you manage a promotion, bring in an external hire, or support your leaders through an AI-driven role change. I align with you and work directly with the leader or group of leaders you're sponsoring.
Individuals
You've either moved into a new role or organisation, or it's imminent, and you’d like to go in prepared and ready to direct what happens next.
Contexts I Work With
Transitions differ in what changes, and that shapes where they get hard. These are the three contexts I most often work with.
Internal moves
A promotion, a lateral move or a bigger remit. I help leaders work out what has shifted for them.
External appointments
A leader joining from outside. I help them read the culture, build relationships and learn the unwritten rules.
Roles being re-shaped
A role changing through AI, technology or a restructure. I help leaders learn what the new shape asks of them and find their footing as it moves.
I also work with leaders through other turning points: career reinvention and planned or unplanned exits, restructures, life events, and other challenges that sit on top of these. Many leaders experience more than one transition at once.
How I Partner
Change requires navigation, and context requires integration.
Start where you are in the transition, and add support as needed.
I support the entire transition journey, from readiness before the appointment, through the first 100 days, to sustained support as leaders integrate into new roles and environments.
Readiness — In preparation for the next role
Structured preparation for a step-up or lateral move, starting before the appointment or once it is confirmed. We focus on strengths that carry forward, the gaps that will matter, how the leader comes across, and who sees their work. It starts with the Hogan Forecast Series and a debrief, so the preparation is grounded in how the leader actually operates.
3 to 6 months, scoped together, weekly or every two weeks depending on the leader. It can start at any time.
Navigation — Day 0 to Day 100
In the first 100 days, the reads form, relationships set, and patterns that will be harder to shift later begin to take hold. Support exists in this window, but it rarely stays close to what the leader is actually navigating in real time. What’s often missing is the space to work through what the meetings and insights reveal. Navigation support gives the leader a safe space to deconstruct what they are learning in real time, make sense of it, set direction, and create traction.
2 x Day 0 sessions, then weekly support to Day 100, with access between sessions. Includes the Hogan Forecast Series and a leader debrief.
Day 0 is the period between confirming the appointment and the official start on Day 1.
Integration — Sustained support from month 3 to month 12 in the role
Aligning and integrating learning to set strategic direction and build traction for the plan is only the first step. The next phase is staying on track with aligned goals, staying alert to shifts and their impact, working through challenges and barriers as they surface, and deepening the relationships that matter. This is where the leader moves from settling in to leading. This is also the time to catch limiting behaviours before they become patterns. Integration support helps catch and address drift in both the system and the leader.
Sessions every 2 to 3 weeks, with access between sessions as needed. Integration follows Navigation.
Why Work With Me
Lived, not theoretical
Twenty years inside senior leadership before I ever coached anyone — including a decade leading teams through the kind of high-stakes, reputation-driven environment where a misstep is expensive and visible. Seeing it clearly once I stepped outside it.
Measured, not assumed
The work starts from evidence, not assumptions. We administer the Hogan assessments to identify the leader’s strengths and where the risk in a transition is likely to sit, especially under pressure, to better prepare.
Tested, at scale
300+ leaders and 12 CHROs have sat across from me in this work. That's not a number I lead with lightly — it's the reason I know what actually moves a transition, and what doesn't.
Held, in confidence
What a leader tells me stays with the leader. What a sponsor tells me stays with the sponsor. Progress is shared in three-way sessions.
Getting Started
1/ The First Conversation
This is where we begin. A first conversation. Not to scope, but to better understand the transition you are managing: the context, where you are in the journey, and what the next best step is. Sometimes being a sounding board, and sometimes it’s exploring the fit.
2/ The Engagement
If what surfaced in the first conversation remains unresolved — or if providing the leader with the ongoing support they need competes with the sponsor’s day job. That's when I step in to support the sponsor and the leader with more targeted transition support.
3/ The Work
Whatever modules — assessments, consulting, structured training, and coaching — we design for the transition begin at the stage where they're most needed. Built-in periodic reviews and realignment, and open feedback loops when something surfaces that needs immediate attention.
About Me
Hi I’m Preeti
The gap a transition creates between what a leader brings and what the system expects isn't abstract to me.
Over the past seven years, I have sat across from leaders six months into a new role or organisation, when they should have built real momentum. Instead, they often face a lack of clarity, a few missteps, and a room that is quietly pulling back.
The change itself is never the hard part.
For leaders, it is understanding the new environment: the context, the culture, and the expectations that are more often implied than stated. For organisations, it goes beyond logistical onboarding. It is about how sponsors and HR stay attuned to how the leader is received and how they adapt to the systems and people around them.
Transitions rarely fail because the hire is wrong or a poor cultural fit. In my experience working with leaders across industries and at the executive level, I've seen them fail when missteps surface too late to correct and drift too far from the original intent.
If you are managing a transition, restructuring or workforce transformation in your organisation, or you are a leader navigating one, I might be the right fit.
I read every assessment myself. I run every debrief. I hold every session through to completion. That continuity, and the context it preserves, is the value I bring for the leader and the organisation.
ICF-PCC · CPCC · Hogan Advanced Interpreter
20 years corporate experience · 7 years in coaching · 300+ leaders · 2300+ conversations