In your article on the future of coaching, you mention the integration of artificial intelligence as a complementary tool. How do you see the balance between technology and human presence in executive coaching in the coming years?

I see artificial intelligence as follows: it can manage and simplify many of the objective aspects of coaching — analyzing and synthesizing information and themes, organizing models and frameworks, suggesting exercises, or broadening possible perspectives. In this sense, AI frees up time and space by taking charge of the objective, more technical, structured, and informational dimension of the transformation process.

But it is essential to remember that knowing is not the same as changing — and this is why coaching is so important. Having access to more knowledge, models, or data is not enough to spark lasting transformation. Understanding an issue intellectually is one thing; having the courage, clarity, and support to evolve through practice and experimentation is another.

This is precisely where the unique value of human coaching lies. An equal part of change is born from subjective exploration, attentive presence, and the relationship of trust between coach and client. It is in this relational space that self-awareness emerges, along with deep questioning and the willingness to take new paths.

The future of executive coaching therefore depends on a living balance: AI to simplify, structure, and accelerate access to information, and humans to accompany the inner journey, bring meaning, and support deep growth. AI can point to potential changes more quickly, but it is the human presence that makes the path of transformation truly possible.

You support leaders in competitive environments. What changes have you observed in executive expectations in recent years, particularly in terms of well-being, transformational leadership, or inclusion?

In recent years, the expectations of senior executives and talent teams have evolved significantly. While performance and results remain essential and always at the forefront, it has become clear that the “how they lead” matters just as much as the “what they are leading.” The leaders I work with know they operate in competitive environments, but they are also becoming aware that the sustainability of their impact, how they are showing up and their fulfillment depends on reintegrating human dimensions into their approach.

First, well-being is being seen more and more as a foundational lever rather than just a peripheral benefit. Leaders understand that sustaining high performance over time requires knowing how to manage their energy across multiple dimensions — from physical readiness and recovery, to emotional resilience and directional clarity — for themselves as well as for their teams. Not only is the awareness growing around its importance, but also around the intention required to actually experience a more grounded and fulfilling work life. At Impact-Coaches, we have developed a program on mastering personal energy in response to this demand, which addresses these varied dimensions at an executive level. Work is inextricably linked with life, leading to a work/life integration rather than the more common term: balance. Not that there is anything wrong with the word balance, but we find it doesn’t fully encompass what the issue. Furthermore, the topic of mental health, long considered taboo, is now increasingly part of strategic conversations, with an emphasis on being proactive as well as acknowledging, appreciating and addressing these challenges when they arise.

Second, leaders are called upon more and more to bring meaning, embody a clear vision, and inspire their teams in contexts of rapid change. They are expected to mobilize not only skills but also the emotional commitment and creativity of their people. And we are seeing leaders want to take this challenge on, which is a great sign. However, this requires an even deeper self-awareness, adaptability, and courage to explore new ways of leading, as well as being authentic to one’s personal style. Given the exponential increase in productivity growth over the past few decades, this is becoming harder than ever. Leaders are having trouble balancing their time and energy with all of these imposed and self-imposed expectations, and we are are helping to clarify and strategize these issues to make them more attainable.

Finally, leaders are wanting to play an active role in creating cultures that are more diverse and inclusive, in order to gain the widest perspective and skills to serve their clients and the world. It is no longer only about compliance or image but a genuine driver of innovation, talent attraction, and organizational cohesion. Leaders are learning to recognize their blind spots with regard to the topic, create spaces where all voices matter, and navigate greater relational complexity.

What I observe is that these transformations are not seen as “add-ons” to the role of leadership, but rather as a new horizon for it. The role of the coach is to accompany leaders through this movement: helping them integrate well-being, transformational impact, and inclusion as inseparable dimensions of sustainable performance and collective success on their way to growing as a human being and leader.

With the rise of transformational coaching and the growing importance of soft skills, how do you adapt your approach to meet the needs of an increasingly diverse and demanding clientele?

With the rise of transformational coaching and the growing importance of soft skills, our approach has become deeper and more holistic. It’s no longer just about changing behaviors or achieving tactical goals, but about broadening mindsets and perspectives on business and the world to cultivate wiser, more authentic leaders. At Impact, our coaches — myself included — strive to root behavioral change and goal achievement in this elevation of leadership maturity, because everything flows from that shift. Wiser, deeper people inevitably make better leaders, which has a ripple effect across the business — driving performance, growth, retention, and fulfillment.

To meet the needs of an increasingly diverse and demanding clientele, we continue to listen with curiosity, advise strategically, meet leaders where they are, and challenge them when appropriate. At the same time, we are strengthening how we measure coaching outcomes, constantly adapting our methods and programs based on new research and insights, and learning continuously from the collective wisdom of our team of experienced coaches.

Humanis is known for its commitment to values-based leadership. How does this partnership enrich your practice at Impact Coaches, and what synergies do you see between your respective approaches?

Having another dimension of the talent space through Humanis’ expertise adds real depth to our coaching practice. We’ve already learned a great deal from collaborating with our Humanis partners and how they view talent — and this perspective enriches both our coaching approach and our strategic conversations with clients. We’ve always strived to be more than a coaching firm, positioning ourselves as a true talent partner who helps clients navigate the many talent challenges that arise in any growing business. The Humanis partnership brings us closer to this goal by enabling us to be more proactive and forward-looking with our clients on issues like leadership succession, cultural fit and transformation, high-stakes transitions (such as new CEOs), and broader talent strategies. Together, we can find both find the right leaders and ensure those leaders succeed — creating a seamless continuum from executive search to leadership integration, development, and long-term impact.

Your unique background, combining high-level sport and executive coaching, gives you a particular perspective on performance. How does this experience influence the way you support leaders in their personal and professional development?

There are many concepts I bring from high-level sport into coaching when the context calls for it. One of the most important is the link between performance, competition, and well-being, including recovery across all dimensions of life. Having competed in the most demanding environments, I learned how physical, emotional, mental, and directional balance directly influenced my performance on the ice and my resilience, especially later in my career, as the body started getting slower. It is deliberate and demanding work, because the temptation to “push harder” is strong — but that doesn’t always lead to the best long-term results. In fact, pushing harder can sometimes be easier than taking care of what truly matters.

I also bring a growth mindset perspective: helping leaders shift from a stance of proving themselves to one of improving. Success is never linear — it’s a road full of ups and downs, much like a sports season or the process of developing both your game and your leadership. What makes the difference is remembering that you rarely succeed right away. Learning to lean on your strengths, acknowledge your weaknesses, stay anchored in your vision, and lead authentically from there, consistently, is a key I try to pass on.

As last example among many others is I often draw on the collective dimension of my sporting experience. Just like in a sports team, the best results come from groups where visible vulnerability, openness, and shared commitment create real cohesion. I have lived these dynamics from the inside — in both their successes and their failures — and it is valuable experience I now bring to leaders.