The people nearest to change are often the last to notice it slipping. I help you catch the drift before it becomes a pattern.
A leadership integration practice for organisations managing transitions — and the leaders living them.
Preeti Kurani
Integration Coach & Consultant
I've sat in the room with leaders six months into a new role or organisation, when they should have integrated well enough to take the lead, but instead I noticed a drift — from the goals, the room and the people.
Maybe you've seen it too. The promotion that looked right on paper. The hire everyone was genuinely excited about. And then, somewhere along the way, something shifts. By month six, everybody senses it. Nobody quite calls it out. The support still exists, but by then the leader hesitates to reach out.
That's the space I work in: the transition into the role, and the months after. Alongside the leader as they settle, and alongside the HR leaders and sponsors as the system quietly forms its read.
Who I Work With
Organisations
Partnering with you as you manage a promotion, bring in an external hire, or support your leaders through an AI-driven role change. I align with you and work directly with the leader or group of leaders you're sponsoring.
Individuals
You've either moved into a new role or organisation, or it's imminent, and you’d like to go in prepared and ready to direct what happens next.
Contexts I Work With
Transitions differ in what changes, and that shapes where they get hard. These are the three contexts I most often work with.
Internal moves
A promotion, a lateral move or a bigger remit. I help leaders work out what has shifted for them.
External appointments
A leader joining from outside. I help them read the culture, build relationships and learn the unwritten rules.
Roles being re-shaped
A role changing through AI, technology or a restructure. I help leaders learn what the new shape asks of them and find their footing as it moves.
I also work with leaders through other turning points: career reinvention and planned or unplanned exits, restructures, life events, and other challenges that sit on top of these. Many leaders experience more than one transition at once.
How I Partner
Diagnostic — Anytime before or during transition
A short, Hogan-backed engagement that shows what drives the leader, how they work under pressure, and the specific support they'll need to integrate well. Best when you want confidence the leader can take the seat.
Offered on its own and included in Navigation and Integration.
Navigation — Day 0 to Day 100
The first 100 days are when the reads form, the relationships set, and the patterns that will be harder to shift later begin to take hold. Support exists in this window, but it rarely stays close to what the leader is actually navigating in real time.
2 x Day 0 sessions, then weekly support to Day 100, with access between sessions. Includes Diagnostic.
Day 0 is the period between confirming the appointment and the official start on Day 1.
Integration — Sustained support from month 3 to month 12 in the role
Learning, aligning and planning have taken shape; the next phase is staying on track with aligned goals, working through challenges and barriers as they surface, and deepening the relationships that matter. This is where the leader moves from settling in to leading. I stay close throughout, with sponsor alignment, so we catch and address drift in real time.
Sessions every 2 to 3 weeks, with access between sessions as needed. Integration follows Navigation.
Preparing for a role that hasn’t started yet?
Why Work With Me
Lived, not theoretical
Twenty years inside senior leadership before I ever coached anyone — including a decade leading teams through the kind of high-stakes, reputation-driven environment where a misstep is expensive and visible. Seeing it clearly once I stepped outside it.
Measured, not assumed
Navigation includes a Hogan read and leader debrief, and Integration builds on it, so the work starts from evidence, not assumptions. It shows where the risk in a transition is likely to sit, so we are not guessing.
Tested, at scale
300+ leaders and 12 CHROs have sat across from me in this work. That's not a number I lead with lightly — it's the reason I know what actually moves a transition, and what doesn't.
Held, in confidence
What a leader tells me stays with the leader. What a sponsor tells me stays with the sponsor. Progress is shared only in three-way sessions.
Getting Started
1/ The First Conversation
Not a pitch. A real conversation about the transition — what's actually working, what isn't, and where the gap sits. You leave with a genuine read on whether it's on track or whether the leader needs support getting there — from the system or from an integration coach.
2/ The Partnership
If what surfaced in the first conversation remains unresolved — or if providing the leader with the ongoing support they need competes with the sponsor’s day job — that's when I step in to support the sponsor(s) and the leader with more targeted, accessible support to help the transition work.
3/ The Work
Whatever the system and the leader need for the transition to hold begins — Diagnostic, Readiness, Navigation, Integration — in part or in combination, and at the stage where it’s most needed. Built-in periodic reviews and realignment, and open feedback loops when something surfaces that needs immediate attention.
About Me
Hi I’m Preeti
The gap a transition creates between what a leader brings and what the system expects isn't abstract to me.
Over the past seven years, I have sat across from leaders nine to twelve months into a new role or organisation, at the point where they should have built real momentum. Instead, they often face a lack of clarity, a few missteps, and a room that is quietly pulling back.
The change itself is never the hard part.
For leaders, it is understanding the new environment: the context, the culture, and the expectations that are more often implied than stated. For organisations, it goes beyond logistical onboarding. It is about how sponsors and HR stay attuned to how the leader is received and how they adapt to the systems and people around them.
Transitions rarely fail because the hire is wrong or a poor cultural fit. In my own experience, and from working with leaders across industries and at the executive level, I've seen them fail when missteps surface too late to correct, and the drift from the original intent has gone too far.
If you are managing a transition, restructuring or workforce transformation in your organisation, or you are a leader navigating one, I might be the right fit.
I read every assessment myself. I run every debrief. I hold every session through to completion. That continuity, and the context it preserves, is the value I bring for the leader and the organisation.
ICF-PCC · CPCC · Hogan Advanced Interpreter
20 years corporate experience · 7 years in coaching · 300+ leaders · 2300+ conversations