I’ve always valued having people around me who understand the work from the inside, people you can compare notes with, ask the questions you don’t always have space to ask at work, and learn from without having to figure everything out on your own. That kind of professional community has mattered a lot in my own career, and mentoring feels like a natural way of giving some of that back.
With almost 20 years in People & HR, nearly 16 years growing alongside one organization from around 30 to almost 400 people, and experience as a People leader and C-level executive, I’ve had the chance to navigate many of the questions that come with leading people, building teams and growing an organization.
Mentoring is where I can bring that experience directly into the conversation. I can share what I’ve learned, what I would pay attention to, approaches I’ve tried and mistakes I’d probably avoid the second time around, while leaving you to decide what makes sense in your own context.
When this might be the right fit
Mentoring can be useful when:
you’ve recently become a manager and suddenly find yourself dealing with situations nobody really prepared you for;
you work in HR or People & Culture and want a more experienced perspective on a challenge you’re handling;
you’re moving from specialist to leader and need help making sense of what changes with the role;
you’re building or redesigning a People process and want to talk it through with someone who has done similar work from inside an organization;
you’re trying to delegate more, give better feedback, build autonomy or handle performance conversations differently;
you know roughly where you want to go, but would benefit from practical guidance on how to get there;
you want to learn from someone else’s experience without simply copying someone else’s answer.
Where we want
to get
The aim is to understand yourself and the situation well enough to create a little more room between what happens and how you respond to it. To notice the patterns, assumptions and expectations that may be shaping your choices and decide more consciously what you want to keep, change or do differently.
Get to know each other
We start with an introductory conversation to understand what brings you to coaching, what’s happening in your context and whether working together feels like the right fit.
Set the direction
We clarify what you would like the coaching process to help you explore or move towards, and agree on the practical side too: frequency, expectations, boundaries and how we want to work together.
Start the work
From there, each session becomes a space to slow things down, look more closely at what is happening and explore the patterns, assumptions or tensions underneath it.
Take the learning into real life
Between sessions, you may notice things differently, experiment with a new response or pay attention to what changes when you make a different choice. The work continues outside the conversation too.
Review and reshape
We periodically look at what has shifted, what still feels relevant and whether the original objectives need to evolve. The process can change as new things become visible.
What’s different about the way I work
What stays with you after we work together.
What people say working with me on this subject
Florentina was an incredibly valuable mentor in helping me navigate complex leadership challenges. Through thoughtful conversations and practical guidance, she helped me turn difficult dynamics into clearer, more actionable ways of leading. Her ability to combine empathy with concrete frameworks strengthened both my confidence and my effectiveness as a leader.
My mentoring experience with Florentina was truly valuable. Her warmth and genuine presence quickly created a space where I felt listened to and comfortable being myself. I left our conversations with more clarity, confidence and courage to take the steps that mattered to me.
