Individual leadership advisory

Let me be straightforward.

Most leaders are excellent at the skills that got them promoted. Almost nobody develops them for what the role becomes: leading people, intentionally.

Every outcome in your business is the product of an exchange between two people: an ask, a negotiation, a set of conditions both sides agreed to. Leading those exchanges by intention rather than by default is a discipline, and almost nobody has been given the chance to develop it.

Twenty-one years moving leaders from default to deliberate.

When leaders call me

Not a syllabus. Five situations that recur, in almost identical form, across every organisation I have worked in.

The role changed underneath you

You were promoted for commercial and technical judgement into a role that is sixty per cent leading people and managing interpersonal dynamics. Nobody trained you for the second part, and the few who could help you develop it are often your peers, or your board.

Your team stopped telling you the truth

Nothing is obviously wrong. The meetings are calm, the updates are green, and you have a quiet suspicion that the real conversation is happening somewhere you are not.

You know which conversations need to happen

The awareness is not the gap. What has been missing is an unbiased thinking partner: someone outside the politics to prepare them with, so you walk in ready and walk out with the outcome held.

You have to lead the room

An offsite, a restructure announcement, an operations summit, a stage. One occasion where the outcome is decided by how well the session is built, and there is no second attempt.

You are building a high-performing environment

No crisis. A good team that could be a great one, and you know the gap between the two is rarely talent. It is the environment: how truth travels, how personality diversity becomes an advantage instead of friction, and whether the team wins together or merely works together. You want to build that deliberately, not discover it by accident.

And underneath all five, the same arithmetic: ten more years of career, and nothing changes unless something changes.

The most advanced leadership skill isn't strategy or stakeholder management. It's the willingness to start the conversation everyone else is waiting for someone else to start. I built my practice around it.

A retained one-to-one partnership, shaped around you.

Typically two hours a month on the decisions actually in front of you, with access between sessions. Built on a diagnostic baseline in week one, structured stakeholder input, live observation of you leading where the engagement calls for it, and reviews at fixed points. Some engagements run three months; some run a year. The cadence, depth and duration are designed with you, not chosen from a list.

The full method, and what you hold at the end: How I work.

In the C-suite

Group Chief Sustainability Officers, Chief Commercial Officers, Chairpersons and board directors. Sustained one-to-one advisory through transition, growth and the decisions that have no precedent.

Where the decisions are consequential

Four years advising optimisation and value-chain leadership teams on how strategy is set, how it is communicated, and who is ready to move up. Decisions carrying nine-figure consequences.

Some of the leaders who retain me are thriving and want more. Some are in the hardest stretch of their careers. What they share is not their situation: it is the decision not to examine consequential decisions alone.

Fees are fixed per engagement, quoted in our first conversation, and never hourly. Strict confidentiality on every engagement. I take a limited number of retained clients.

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Laura Senior Garcia chairing a panel discussion — ABP Annual Conference · London · 2026

Most advisors talk about the room. I get into it.

This is what separates advisory from coaching, and it is why my individual clients' teams so often become clients too.

We work one to one

Two hours a month on the decisions actually in front of you. You bring what is live: a decision, a person, a conversation you have been avoiding. I do not arrive with slides.

I observe you leading

I sit in on a real meeting of yours and tell you what I saw, including the part nobody else will say.

We build the necessary conversation

The offsite, the restructure announcement, the summit, the negotiation, the performance conversation with a team member, the conversation that has been on your list for two quarters. Structured properly: the aim, the context, the tension named rather than avoided, and the next step committed. Designed before it happens.

Your team feels it

A high-performing team enabled by the way you lead, rather than dependent on your presence. Change that reaches the people you lead, not only the person leading them.

No involvement, no commitment.

I do not deliver answers for you to adopt. We build them together, because people own what they helped create. Ownership is the only thing still working after I have left the room.

In their words

“I have worked with many coaches, corporate trainers and leaders/mentors, however I find Laura Garcia to be different and above the rest. We have worked together for over 2 years and Laura played an instrumental role in helping me stand up a brand new organization.”
Muhammad Najam Shamsuddin · Chairperson & Board Director, CEO. Two-year partnership.

“Her support has extended beyond just my personal development — she has positively influenced my entire team by helping us remove barriers, improve collaboration, and strengthen relationships.”
Yaowapa Worasit · Supply Chain Leadership, S&OP. Two-year partnership.

“The positive ripple effects of Laura's guidance are felt across all levels of our operation, from enhanced team dynamics to measurable business outcomes.”
Arita Pacheco Borgesen · Manager, Blending Operations. Five-year relationship.

“I particularly valued Laura's ability to connect leadership concepts to real business situations, stakeholder dynamics, and day-to-day decision-making.”
Raza Ul Haque · Optimisation & Supply Chain, Energy. Individual advisory.

Quoted from recommendations published on LinkedIn.

Before you ask

How is this different from coaching, or from the coaching we already have internally?

Coaching stops at the conversation. I get into the room: I observe you leading real meetings, help design the sessions you have to run, and work with the team your decisions land on. And unlike an internal coach, I sit outside the politics and the talent review. I hold no stake in your organisation, which is precisely what makes the truth affordable.

How do I justify the investment upward?

Every partnership starts with a measured baseline and ends with evidence: a re-run diagnostic, structured stakeholder input, and reviews against a written plan. And the honest arithmetic: one postponed conversation, held well, that unblocks one significant decision typically covers the year.

Can we start smaller than a year?

Yes. Engagements are designed around you, and some run three months while others run a year. Nothing assumes a long commitment: the scope is agreed in our first conversation, and there is a review point where either of us can call it honestly.

Can you just work with my team and leave me out of it?

No. No involvement, no commitment: teams change when their leader is in the work, and I decline engagements built to avoid that.

What does my sponsor or HR see?

Whatever we agree at the outset, and nothing more: usually themes and progress, never content. Nothing you say leaves the conversation.

Book a 30-minute conversation