Meet Renascence
About Me
My career started in the practical world of running a business.
When my husband launched his company, I stepped in to help with the finances. What began as a simple Excel spreadsheet quickly became something much bigger. After accidentally breaking that spreadsheet, I moved the company onto Sage and built the bookkeeping systems from scratch. It was my first experience of creating structure where none existed, and it sparked a career that would go on to span nearly two decades.
Since then, I have worked across a range of organisations as a Finance Manager, Management Accountant, and Senior Management Accountant. Throughout that time I have led finance functions, built and restructured processes, introduced new systems, and supported teams through operational and organisational change. This practical experience is supported by my background as a part-qualified CIMA professional, giving me a deep understanding of the financial and structural requirements of a functioning business.
But the most important lessons I learned were not about numbers. They were about people.
Early in my management career, I was asked to manage my first team member while also stepping into the role of Finance and HR Manager.
I had never managed anyone before, and the situation itself was complicated. The person I was managing had been working in the business longer than me and didn’t feel comfortable with the change. Looking back, it was a difficult position for both of us. I had to learn quickly how much awareness, communication and trust good management requires.
Over the years I have worked with exceptional managers who brought out the best in their teams. I have also worked in environments where mistrust, poor communication and fear of change created unnecessary tension and resistance.
Those experiences shaped how I think about leadership.
Too often people are promoted into management roles without support or space to develop the skills that role truly requires. Managing people is not simply about authority or control. It requires emotional awareness, trust, communication and the ability to help others grow.
At the same time, organisations regularly introduce new systems, restructure teams or go through periods of change without properly addressing the human impact of those changes. I have seen how uncertainty spreads through teams when people don’t understand what is happening or how it will affect them.
The technical side of change is often well planned, thought through and often has a training package.
The human side is frequently overlooked.
Throughout my career I have often found myself bridging that gap. Whether introducing new processes, restructuring reporting systems or navigating organisational transitions, I became the person who helped teams make sense of what was happening and find a way forward together.
That experience is what led me to the work I do today. To provide the best possible support, I have recently qualified as a positive psychology and mental wellbeing coach and am affiliated with the EMCC as a practitioner coach. I support organisations, managers and teams through change by focusing on the part that is most often missed: the people. My work helps managers build trust with their teams, develop the confidence to lead effectively, and create environments where individuals feel supported rather than threatened by change.
Because strong organisations are not built by systems alone. They are built by people who trust each other, communicate openly and feel able to do their best work.