Coaching for Engineers &
Technical Leaders
Coaching traject
Handle the business side of technical responsibility with more clarity and control
You know the technical work.
The challenge is everything that now comes with it: projects, clients, priorities, sales, people and decisions that no longer have one clearly correct answer.
In five practical one-to-one sessions, we work through the situations that keep slowing you down or pulling you back into the details. You leave with a clearer approach, practical tools and the confidence to handle similar situations independently.
The project is over budget.
Sales keeps being postponed.
Every decision still ends up with you.
These are different symptoms. But the pattern underneath is often similar.
You are good at solving problems.
So when the pressure increases, you do what has worked before: analyse more, work harder, take over or keep the decision close.
That can rescue today’s deadline.
It does not solve the recurring problem.
You may recognise one of these situations:
A project finished over budget and the review showed that scope, priorities or project control need more attention.
You are a lead engineer with responsibility for delivery, but not always the authority or structure to make the necessary decisions.
You are an independent engineer who does excellent technical work, but sales, positioning and business priorities keep competing with client delivery.
You lead a technical company or management team and notice that too many decisions, reviews and problems still depend on you.
You do not need another generic model. You need an experienced sparring partner who understands technical work and can challenge your thinking.
More effort is rarely the sustainable answer.
The next step is learning to recognise the pattern earlier, decide what matters and respond differently in practice.
Practical support for a real situation — not abstract coaching conversations
We start with the issue that is affecting your work now.
That could be a project that lost control of scope.
A client conversation you keep avoiding.
A team that waits for your approval.
A commercial choice that never becomes concrete. Or a recurring reaction — taking over, saying yes too quickly or holding on to too many priorities — that keeps producing the same result.
Together, we separate the symptom from the actual problem.
We clarify what is within your control, identify the decisions or conversations that are missing and turn that into action you can test in your own work.
I combine focused questions with practical mentoring. I will not only ask what you think.
When useful, I will share a structure, script, decision tool or perspective based on my experience leading and growing technical engineering companies.
The objective is not to make you dependent on an external coach.
It is to help you handle similar situations yourself.
Choose the traject that fits your responsibility
1. (Lead) Engineer Coaching
More control over projects, priorities and difficult conversations.
Technical responsibility often grows before anyone explains how to handle the business side of the role.
You may be expected to coordinate people, protect the scope, manage client expectations and keep the project moving. At the same time, you still carry responsibility for technical quality. When priorities conflict, it is tempting to absorb the pressure and solve the problem yourself.
This traject (five two-hours sessions) helps you work on situations such as:
A project that exceeded its hours or budget.
Unclear scope, ownership or project priorities.
Late information while the original deadline remains unchanged.
Difficult client or stakeholder conversations.
Responsibility without clear decision authority.
Delegating work without losing confidence in the quality.
Setting boundaries before workload becomes unmanageable.
After this traject, you are better able to recognise risk patterns early, make priorities explicit, discuss consequences and decide when to act, delegate or escalate.
Investment: €1,499 for five two-hour sessions
Payment: Usually paid for by your employer
2. Freelancer Business Coaching
Build a stronger business around your technical expertise.
As an independent technical professional, delivery is usually not the problem. The friction often appears around it.
Sales gets attention only when the current assignment is ending. Your offer is tailored to every new client. Strategy remains a list of good intentions because paid client work always feels more urgent.
This traject (five two-hours sessions) helps you work on situations such as:
Creating a clear offer around the value of your expertise.
Choosing which clients and opportunities fit your direction.
Building a workable approach to sales without becoming a stereotypical salesperson.
Pricing, positioning and discussing commercial value.
Balancing client delivery with business development.
Setting boundaries around availability, scope and extra work.
Turning strategic choices into a practical weekly rhythm.
After the traject, you have clearer commercial priorities, a more deliberate approach to sales and practical routines that fit the way you work.
Investment: €1,999 for five two-hour sessions
Payment: Can be purchased by the freelancer or funded by a client, partner or employer arrangement.
3. Premium Sparring & Coaching for management executives
Stop being the person every important decision depends on.
When you have built a company, team or technical function around your expertise, staying closely involved can feel responsible.
But when every proposal, people issue, technical review or commercial decision still comes back to you, your expertise has become a constraint on the organisation.
You do not necessarily need more management theory. You need someone who can understand the technical and commercial context quickly, challenge your assumptions and help you decide what to change in your own behaviour, the team or the operating structure.
This traject helps you work on situations such as:
Becoming the bottleneck because you review, solve or approve too much.
Delegating real ownership instead of only handing over tasks.
Clarifying priorities and decision space for the team.
Moving from technical problem-solver to organisational leader.
Navigating high-stakes people, project or client decisions.
Distinguishing a personal habit from a process or governance problem.
Creating space for strategy without losing grip on delivery.
After the traject, you have a clearer decision framework, stronger boundaries and a practical approach to reducing unnecessary dependence on you.
Investment: €2,499 for five two-hour sessions
Payment: Paid for by the company or personal holding
THE PROCESS
Five sessions. One clear objective. Practical application between every conversation.
1. Discovery call
We discuss the situation, what is currently getting in the way and what needs to be different after the programme. We also check whether the question fits my experience and approach.
2. Clear objectives
Before the first session, we agree on concrete objectives. What do you want to recognise, decide or handle differently? How will we know that progress is being made?
3. Preparation questionnaire
Before each session, you complete a short questionnaire. It helps you describe the situation, distinguish facts from assumptions and identify the point where you are stuck.
This means we can use the session for the real issue instead of spending the first hour reconstructing the context.
4. A two-hour working session
We examine one or more concrete situations. I ask questions, challenge patterns and help you identify the missing boundary, priority, decision or conversation.
Where useful, you receive practical tools, questions, scripts or structures you can apply immediately.
5. Application in your own work
You leave each session with a practical assignment. Not homework for the sake of homework, but one deliberate action in a real project, client conversation, commercial decision or team situation.
6. Review and adjust
At the next session, we evaluate what happened. What worked? Where did your usual reaction take over? What needs to change for the approach to fit you and the reality of your work?
Progress is reviewed throughout the traject against the objectives agreed at the start.
What should be different after five sessions?
The precise result depends on your objective. This is not a standard script applied to every person.
By the end of a traject, you should be better able to:
Recognise recurring situations and risk patterns earlier.
Understand your own default reactions and when they stop being useful.
Separate technical problems from communication, priority, ownership or process problems.
Set clearer boundaries and priorities.
Prepare and lead difficult conversations with more confidence.
Use practical tools in a way that fits your role and personality.
Make deliberate decisions instead of reacting automatically under pressure.
Handle similar situations independently after the traject.
The aim is not to turn you into a different type of professional.
It is to help you use your technical expertise without letting it pull you back into every detail, decision or problem.
A sparring partner who knows both sides of technical business
II spent more than ten years working with engineers and leading technical companies in the offshore sector. I have been responsible for projects, clients, teams, commercial decisions and company growth.
I know what it is like when a project needs to be recovered, a strong expert becomes the bottleneck or a technically sound plan still fails to become a business decision.
That experience shapes how I work.
I respect technical depth. I also look beyond the technical problem.
Sometimes the missing piece is a conversation or a clearer priority. Sometimes it is decision authority, project governance or an operating process that no individual can fix alone.
If the real problem sits in the organisation rather than with you, I will say so.
No motivational theatre. No abstract advice that disappears after the call.
We work on the decisions and situations that matter in your role now.
Testimonial
“One concrete observation about Annick’s ability to clarify a complex technical-business situation and turn it into practical action."
Jasper, managing director
Coaching is a strong fit when…
You have a concrete situation or recurring pattern you want to change.
You are prepared to apply the work between sessions.
You value direct, practical and honest feedback.
You want support that respects technical complexity.
You want to become more independent, not dependent on a coach.
Coaching is probably not the right fit when…
You only want someone to confirm a decision you have already made.
You expect one person to repair unclear company structures without management involvement.
You are looking for therapy or treatment of a mental-health condition.
You want a generic project-management course or a fixed training curriculum.
You are not in a position to test anything in practice between sessions.
Sometimes an individual traject exposes an organizational issue. In that case, we discuss what you can influence and what requires action from your manager, team or company.
Funding this traject for an employee?
The employer often pays for the traject because the issue affects project delivery, client relationships, commercial choices or leadership capacity.
Before the traject starts, we can agree on the business objective with the participant and employer. The content of individual sessions remains confidential unless the participant explicitly agrees otherwise.
Progress can be evaluated against the agreed objective without turning personal conversations into a management report.
Examples of employer objectives include:
Earlier recognition and escalation of project risks.
Stronger scope and expectation management.
Clearer priorities and ownership.
More confident client communication.
Better delegation and less dependence on one senior expert.
More effective transition into a lead or management role.
Frequently asked questionss
Technical and business situations often involve several people, decisions and constraints. Two hours gives us enough time to understand the context, identify the actual problem and translate the discussion into a practical next action.
The rhythm is agreed during the discovery call. There should be enough time between sessions to apply the work in practice, without losing momentum.
Yes. Employer funding is common, especially when the objective concerns project delivery, client communication, commercial responsibility or leadership development.
We can agree on objectives and evaluate progress. The content of the sessions remains confidential unless you explicitly agree that specific information may be shared.
Yes. We can use the project to identify where control was lost, which signals were missed and what you need to do differently next time. Coaching does not replace a formal project audit or organisational intervention when those are required.
Yes, if the person has a concrete responsibility or recurring situation to work on. For an executive or experienced manager with complex organisational decisions, Executive Sparring & Mentoring is usually the better fit.
No. We use the discovery call to determine whether there is a fit and which route best matches the situation.
The traject is designed as a complete five-session trajectory. At the end, we evaluate the objectives and decide whether the person can continue independently. Any additional support is discussed separately and only when it adds clear value.
Your technical expertise
can create more impact
When people understand it, trust it and act on it.
Discover practical business skills for engineers and technical professionals — available through online programmes, practical tools and in-company training.
Built for technical minds
I know the pressure of technical projects, demanding clients, commercial targets and growing teams.
I also know how uncomfortable the shift beyond technical delivery can feel — especially when someone suddenly expects you to influence, negotiate or lead without ever teaching you how.
CTD makes that shift more practical.
One conversation.
One decision.
One business skill at a time.
