Welcome to Jane Hodgson Ltd

Asya, a business analyst, leads a remote team spread across three regions: six colleagues in the UK, two in the USA, and two in the UAE. Despite the team’s strong experience, she found herself constantly acting as a go‑between. Some team members were even avoiding others altogether, leaving Asya feeling more like a referee than a leader.

Bringing everyone together for a Discovery Insights day proved to be a turning point. The session helped the team understand the roots of their communication challenges, and with greater empathy and tolerance, they began adapting their styles to connect more effectively.

As a result, the team is now far more cohesive, and Asya is no longer pulled into day‑to‑day operational conflicts. She’s been able to step back, trust the team, and focus her energy on the strategic priorities that truly need her attention.

Connor had built his career in risk management from the moment he left university. Within five years he had stepped into a management role at a global bank, and he was recently promoted again to Vice President. With the new title came new expectations, and although he knew—rationally—that he had the capability and experience, he found himself stuck in a cycle of anxiety‑driven inertia.

After just a few sessions of 1:1 coaching, Connor was able to quiet the inner voice insisting he wasn’t good enough. He’s now thriving in his VP role, showing up with confidence and clarity. He has since been identified as a high‑potential leader and is already on track for a more senior position within the next two years.

Tunde works for a major financial institution and, despite only joining two years ago after moving from a competitor, he quickly spotted a critical gap. He knew from experience that other organisations were using AI to streamline customer onboarding far more effectively, and he worried his new company was falling behind. The challenge was that his Director of Customer Experience—an experienced leader with more than 25 years in the business—held firmly to the view that “if it isn’t broken, don’t fix it.”

Drawing on the skills he’d developed through his management development programme, Tunde initiated an open, honest conversation with his manager. He reassured her that his intention wasn’t to undermine her expertise but to create an opportunity that could benefit them both. By clearly articulating the risks of inaction and presenting the potential gains in tangible, measurable terms, he shifted the conversation from resistance to possibility.

Sally was the Finance Director of a global manufacturing company when she inherited a team that had clearly stalled. They were competent but coasting—operating on autopilot. Whenever she asked for fresh ideas or creative input, she was met with shrugs and the familiar refrain, “Well, that’s not our role, is it?” It was obvious that the team needed a reset.

During a team chartering day, Sally and her colleagues worked together to redefine their purpose and identity. They recognised that they weren’t just processing spreadsheets or approving project invoices—they were the custodians and co‑pilots of the business. Their work underpinned every financial decision, safeguarded compliance, and ensured effective risk management.

With this renewed sense of purpose, the team began to see themselves differently. They gained a clearer understanding of their contribution to the organisation’s strategy and developed a genuine sense of value and ownership. What had once been a stagnant group was now a confident, engaged team with a shared mission and a revitalised mindset.