Member Since: 4th Feb 2008
I help professionals become the Go-To-Expert. Unusually for someone with an Engineering Degree, I accidentally became a writer and used my knowledge on social media to write the current best-selling and award-winning book on networking, The Financial Times Guide to Business Networking. People frequently talk about me as someone who really knows her stuff – which may be the reason I have, over the last decade, worked with over 300 partners, coached and trained over 1000 professionals at every level of the UK’s most ambitious professional practices.
I am honoured to have been asked to judge the British Accountancy Awards in 2011 and 2012. I am a member of the Accountant's Club Global Advisory Panel.
I’ve always loved a challenge which is why I have solved the problem in my latest book, which has perplexed many consultants, lawyers & accountants – ‘How to make partner and still have a life’.
The Excedia Group was founded by myself and Jon Baker to bring clarity, perspective and knowledge to help our clients achieve their business goals. We specialise in working with highly technical individuals, typically lawyers and accountants, helping them to get out of their comfort zone and build a profitable and sustainable client portfolio whilst handling the challenges of leading a business.
My work splits into about 50% Executive & Business Coaching with Partners & potential partners, with the rest split between training, consultancy and writing.
My articles & quotes regularly appear in the press, e.g. Financial Times, Guardian, Telegraph, Accountancy Age, ACCA's AB Magazine, and Daily Mail.
To book me for a speaking engagement please contact my PR Agency, Meerkat PR, on 020 8563 0182, and ask for David Stoch. For any other work related enquiries, please contact me directly on 01234 48 0123 .
My clients have included: Deloitte LLP, BDO LLP, Penningtons, Barnes Roffe LLP, TCS Global, Haines Watts, MSI Global Alliance, UK200 group, Bevan Brittan LLP, Macintyre Hudson LLP amongst others.
Director The Excedia Group
My discussion replies
8th Jan 2013
On my mobile I can't access the 2nd page of comments on this thread (which I know exist)
7th Jan 2013
A couple of issues (with this very thread)
1) none of the comments posted after the 20th December are showing up - which I think is about 4 or 5 missing comments
2) It says that there are 12 comments in this thread - I think it is probably nearer to 15 (10 are showing)
3) The site said 'bad gateway' when I tried to post up this comment previously.
7th Jan 2013
... but not actually seeing them appear on the discussion thread.
There are clearly more than 5 comments on this thread (this is the amount of comments it says the thread has at the top of the discussion)
I have not seen any of the comments on the thread after Russ Slater's comment on the 20th Dec (there have been at least 4 more comments since then)
16th Dec 2012
I can't seem to add a new profile photo or edit my public profile...
28th May 2012
It sounds like you have all the qualifications you need to go for a new role in L&D. I moved into L&D within Tesco within even less experience than you, and am still within L&D nearly 12 years later.
You may like to consider doing the following to help you move more into L&D:
look for an HR generalist role with a heavy bias towards the L&D side of the rolestart up your own blog and write on matters concerning L&D - e.g. learning effectivenessbuild a networking plan to help you find your next job in L&D and action it
6th Mar 2012
What a great project! Good luck.
May I suggest that you try and avoid the sweet shop approach - i.e. I will have a bit of this and a bit of that - particularly if it sounds fun to do. With all these things you will have a finite budget to deliver this on, and for the company to benefit the most (and therefore you), it's about understanding organisational priorities.
As I know nothing about your organisation, the first documents I would ask you to find or think about doing are as follows:
business plans for each department and teamcompetency framework for the organisation
Armed with this knowledge, I would then run focus groups, surveys and interviews at different levels & departments in the organisation to understand:
where does the organisation have capability gaps which is preventing it from achieving it's organisation goalssplit these capability gaps into something like, technical (department specific), leadership, managerial, commercialthen prioritise these capability gaps into high, medium and low priority
Now, part of the challenge is to understand what were the organisational issues which meant you were asked to do this project - this may give you some big clues to what politically needs to be provided now and what can be provided later. If you have a finite budget, which is the most cost effective way of making your money go further. For example:
can you invest in helping your line managers become skilled coaches? Which then enables you to invest in blended learning solutions backed up with high quality coaching from the line managers. (Remembering that I think about only 10% of any learning actually takes place on the workshop - it's how you sustain the behavioural change and application of new skills afterwards)how much of the expertise to deliver any training sessions can come from an in-house source?
Anyway, those are just my thoughts. If you want to chat further, send me an e-mail [email protected]
17th May 2010
Thanks Russell and Graham,
It seems like I can't be the only trainer over the years who has suffered from badly lit, cramped training rooms.
Like yourselves, I hate not being able to alter the air conditioning and feel physically ill if have to train in a room with no natural light for a whole day...
I will take your thoughts into account, as myself and my business partner in this venture, need to be able to hire out the venue to cover the monthly rent & bills.
Luckily, the proposed building is located in beautiful surroundings on a farm, with limited mobile phone signal (great!) and, if we get the design right, will have lots of lovely natural light and views over farm land.
I will keep you informed of the 'piggeries' (working title!) training centre's progress.
Thank you for your thoughts.
16th Nov 2009
If I'm honest the name doesn't grab me - yes, I realise that is an emotive and personal reaction to the name, so feel free to ignore my gut feeling.
I was in your position a year ago, and got my company name wrong... and so trade under a different name to my official incorporated company name. Based on my experiences, I wrote this article to help people decide on a company name: http://www.theefficiencycoach.co.uk/blog/index.php/business-efficiency/startups-branding-name/
I've also still not got it right, as I am focusing my niche on working with professional advisors - accountants, lawyers, consultants, coaches etc... and The Efficiency Coach (whilst a great name) doesn't do what it says on the tin properly.
Pros for Impel Training:
It starts near the start of the alphabetIt includes the word training (good for SEO on keywords which include training)
Cons for Impel Training:
it's doesn't really do what it says on the tin - perhaps a name based around 'back-to-work training' may be an improvement?It's not memorable for me
Good luck with choosing your name and starting up the business.
11th Nov 2009
Sadly, everyone's comments ring true for me to. At the moment I hold a committee post at branch level, for networking purposes.
I may put myself through the PAC route to get my CIPD membership - I am doing this because some potential work may come my way which requires me to do this.
Until the CIPD offers genuine specialist routes, e.g. L&D, Recruitment to full & fellow membership status, then it is not benefiting many of the HR professionals that it claims to represent.
9th Feb 2009
...but in my experience, the best way to get junior staff interested in their own development, is to get their line manager to take a personal (and regular) interest in their staff's development.
Another thought is to simply the paperwork and bureaucracy - people are often put off by having to write SMART objectives and fill in the forms.
At the start of the workshop can you get them to do a bit of personal envisioning at what or where they want to be in 3-5 years?