“Facilitating self-discovery”: Cynthia’s coaching journey

Tell us a little bit about yourself and your professional journey at Deloitte.

As a biracial woman with a Swiss mother and a Trinidadian father, I grew up and started my strategic communications career in the U.S., now work in Europe, and along the way I have stretched my knowledge in various industries and sectors. (I have been known to describe my career trajectory as curly.)

My professional journey at Deloitte, much like my personal background, has been anything but linear. This experience has shaped how I show up in my role in Pursuit Excellence at work and in life. I am comfortable addressing topics rife with ambiguity and complexity.

In Pursuit Excellence, we help position the firm to win new business. The role requires analytical thinking, but it also demands a deep understanding of people. We bring together diverse teams under high-pressure deadlines, and my impact is measured by our ability to foster a collaborative environment where we can bring our best people, ideas, and stories to the market. Navigating different perspectives and creating psychological safety in high-stakes environments feels like a natural bridge to my work as an internal development coach.

What motivated you to become a coach and how did you prepare yourself?

Throughout my career, I have seen many talented individuals from underrepresented backgrounds get overlooked during promotion cycles, because they didn’t have sponsors who were willing to speak up for them in boardrooms. Many of these people got stuck in a cycle of pursuing another degree, hoping the ‘next certification’ would get them noticed in their roles or careers.

As a Black biracial woman, I learned early on that I would have to speak up for myself, to ‘credentialize’ my presence and assert my belonging. I also understood that my voice would have to come from a place of strong self-belief and self-confidence.

My motivation is to create a space where people can recognize their inherent value and purpose and grow their careers from a place of well-supported inner confidence—and not feelings of inadequacy demanding external validation.

I prepared myself through self-observation, and by actively listening to a diverse range of voices—from junior colleagues to senior Partners—about how they navigated the intersections of identity, performance, and value in the corporate world.

What is your role as a coach, and what is your relationship like to those you support?

My role as a coach isn’t about giving advice. It’s about facilitating self-discovery. I strongly believe coaching must yield clarity and progress in every single session. My goal is to help coachees realize they inherently hold the answers they seek.

The relationship I build with them is a partnership grounded in trust and a deep respect for their perspective. It’s one where coachees feel safe to be vulnerable, to question everything, and ultimately, to empower themselves.

A core part of my philosophy is embracing the idea that two contrasting truths can coexist. Life is complex. And it’s not about battling over which truth is ‘right’. In our sessions, we create a space to explore all truths, consider different viewpoints, and the coachees find a way forward that feels authentic to them.

How has becoming a coach benefited you professionally? 

Becoming a coach has been one of the most professionally enriching experiences, fundamentally transforming how I lead and interact with my colleagues. An example that comes to mind is coaching a multicultural team member who, despite their talent, initially felt quite isolated in Switzerland and in their team. They approached me specifically because of my background, seeking perspective on how to navigate the cultural and racial nuances of the workplace. They felt like ‘the only’ in their team.

We worked together to create a gameplan for them to thrive. We focused on identifying allies and sponsors who could champion their work. This coachee accepted an opportunity to organize a firmwide cultural event. This not only expanded their network but also showcased their leadership potential. Within six months, they were given more challenging and fulfilling work, earned a promotion, and received a raise.

Seeing their confidence and clarity of purpose soar was a powerful reminder of what is possible. For me, this coaching experience was a lesson in the power of deep empathy. More importantly, it reinforced my belief that as a leader, my role is to recognize the strengths and power that others possess and guide them back in the direction of their innate brilliance.

How do you balance coaching with your project deliverables?

Balancing the demanding world of project deliverables with a commitment to coaching might seem challenging, but for me it’s about treating coaching itself as an agile, iterative practice.

Because pursuit work is extremely deadline-driven, I am very conscientious about my time. In the first session, my coachee and I agree on a set number of sessions (usually fewer than six) to tackle the specific challenge they’re facing. This creates a focused container for our work, so we are both committed to making tangible progress in a defined timeframe. It’s about providing a concentrated burst of support to help them build momentum, so they can continue to excel as the high achievers they are.

This agile approach allows me to manage the ebb and flow of my project work, while allowing me to be fully present during our sessions.

Do you have any advice for people interested in becoming a coach?

For anyone considering becoming a coach, my advice stems from my personal and professional journeys as well as my core coaching philosophy.

• First, listen more than you speak. The most powerful insights come from the coachee, not the coach. Your job is to create the space for those insights to emerge.
• Second, embrace the idea that multiple truths can coexist. The magic happens when you can hold space for complexity and help someone navigate their unique experience.
• Finally, and most importantly, coach yourself. Keep a journal. Document your journey, your successes, and your shortcomings. Observe your own evolution and be honest with yourself. Before you can guide others in their self-discovery, you must be committed to your own. It will be the most eye-opening and rewarding work you do, and it will make you a far more empathetic and effective coach. For anyone reading this, especially if you feel ‘different’, know that is exactly what holds the potential for you to be a powerful future leader and coach.