I did not plan a career in people and performance. At university, I was training to be a P.E and Dance teacher, with second subject English (because if you’re a P.E Teacher, you also have to be able to teach a second ‘sensible / academic’ subject. English was an easy choice for two reasons. One, I had done it at A.level and always enjoyed writing, two, the other choices were Maths and Science. Believe me, it would take a brave lecturer to have the patience to teach me enough about those subjects to be able to teach it to kids!!
As it turned out, I didn’t go into teaching. My first job after graduating was in the leisure department at Center Parcs. Following a brief spell as a Food & Beverage Cost Controller, I moved into restaurant management. I planned rotas, stock takes, and how to get through a Saturday night service without someone crying in the walk-in fridge. I loved it. Fast pace. Long hours. A team made up of students, parents fitting work around childcare, career hospitality people, and the occasional wildcard who never quite turned up on time. I learned quickly that technical skill only gets you so far. The real work sat in how you communicated with people, how you handled pressure, and how you showed up when things went wrong. I also learned that people watch you closely. Your mood spreads fast, and one misjudged word could undermine hours of effort.
Moving into luxury hotel management widened everything. Bigger teams. More departments. More politics. Guests spending much more money, with higher expectations and far less patience. One complaint could involve reception, housekeeping, maintenance, and food and beverage, all at once. I remember a day when a guests car keys (and then his car) were stolen whilst in our care. The porter had just put the luggage in the car. I was called on the radio by the receptionist as the guest was shouting to all that would listen (other guests and staff alike) about the situation. It was chaotic. My day swiftly changed course and I spent the rest of it calming the guest, dealing with police, dealing with said porter and arranging to get the man and his young family back to London (minus his very expensive car!) Then of course the aftermath in terms of what had gone wrong and how could we avoid it happening again!
But I learned that problems were rarely about the single mistake, they were about communication, clarity, processes, and leadership under pressure. That day taught me to step back, listen, and solve problems calmly, even when everyone else felt on edge. I also learned how lonely leadership can feel when you are the person everyone looks to for answers. You can’t always fix everything, but you can choose how to respond.
The shift into HR surprised some people, including me. On paper, it looked like a different world. In reality, it was the same issues, just viewed from another angle. Performance conversations that had been avoided. Managers promoted without support. Policies written to protect the business but not always explained in a way that helped people do their jobs. I saw good managers lose confidence and poor behaviour go unchecked because no one wanted a ‘difficult conversation’ something I call ‘essential conversations’
One moment sticks with me. A manager told me, quietly, that they dreaded disciplinary meetings because no one had ever shown them how to handle one properly. They were capable, committed, but exhausted. That was a turning point. The issue was not attitude, it was support.
Running Surge Ahead grew from that realisation. I wanted to help managers feel confident, capable, and human. I wanted to design and deliver training that reflected real workplaces, not ideal ones. Practical, actionable training, not learning all the latest theories for theories sake!
In real workplaces, time is tight, emotions run high, and decisions still have to be made. I started with a management development programme, and developed that into ‘Essential’ Skills sessions (the term ‘soft’ skills annoys me, there is nothing ‘soft’ about them!) I quickly discovered that people valued honesty, practical tips, and the chance to reflect on their own behaviours. Theory alone doesn’t change behaviour, actionable steps do.
The challenges did not stop when I went out on my own. Imposter syndrome showed up early. Pricing my work felt uncomfortable. Saying no took practice. There were moments when I missed the structure of employment and moments when I wondered if I was doing the right thing. But each challenge became a lesson. I learned how to negotiate with confidence, how to design programmes that worked for different teams, and how to listen carefully to understand the underlying need, not just the request. I also began to believe that my dual experiences of both leading large teams and managing HR, meant I had a wealth of valuable experience I could share with the people I train, to help support their learning.
What kept me going was the feedback.
- Managers telling me they handled a conversation better.
- Team members feeling heard.
- Leaders realising that performance and empathy can sit side by side.
- Team engagement scores rising
- Stress and burnout reduced
I remember one manager saying they finally felt able to have a tough conversation without fearing the fallout. That single moment made the hours of preparation, uncertainty, and planning feel worthwhile.
Every step, from restaurant floor to boardroom conversation, taught me something useful.
- How pressure changes behaviour.
- How clarity builds trust.
- How small changes in communication make a big difference.
- How listening first can prevent bigger problems later.
- How giving people the tools and confidence to act can transform teams.
I did not follow a straight line. I followed the work (and I think my heart!) And that is exactly why Surge Ahead exists. To help leaders navigate real workplaces, develop their people, and feel confident in the decisions they make every day.
