Trish Coleman

Certified Professional Coach in Transformative Coaching (International Coaching Federation Approved)

Extended DISC Accredited Practitioner

ABOUT TRISH

Trish has been embedded in the North Canterbury community for most of her life, driven by strong family values formed during her childhood on the West Coast of the South Island.

Trish served what she calls her 17 year Corporate Apprenticeship with Hurunui District Council where she specialised in Finance and Administration, and latterly Human Resource Management leaving with commendation for outstanding service to the District.

This was followed by 25 years of entrepreurship where she founded the creation and development of two high profile businesses.  Within the challenging industry of hospitality her highly successful restaurant Nor’Wester soared to great heights receiving both national and regional accolades along the way.  After 17 years a successful exit was achieved, and within 12 months her next venture emerged in the form of Mumma T Trading Lounge, a large department store trading in used and new furniture, homeware and fashion.  This forward thinking concept was recognised by NZ House & Garden and proved popular until she closed the doors in January 2020.

Her curious and open mind combined with corporate, entrepreneurial and community development experiences sees Trish strongly positioned in her role as a professional and personal coach, facilitator, and business development advisor.  The essence of her work lives in the exploration of human behaviour and belief in the power of investment in both yourself and your team to achieve sustainable success.

TESTIMONIAL

Trish Coleman was engaged by Amuri Health Care (AHC) in December 2021 to lead the consultation with staff and the Board to establish the strategic direction of AHC for the next five years. As the Practice Manager I found working with Trish a pleasure. Her ability to problem solve through questioning is exceptional. As a result of her thorough preparation participants felt they had had the opportunity to be part of the process, their ideas were valued, and they had contributed to the plan developed. Moving thinking from operational matters to strategic direction can be a challenge. Trish’s understanding of the organisation from her preparation ensured she was able to shift thinking. Her approach was structured enough to use the time available well and flexible enough to be able to adapt as new ideas required a change of approach. She has an obvious skill in quickly establishing rapport with people. The resulting documents have been invaluable for the Board to move ahead developing a strategic plan to shape the operation over the next five years.

Ken McIntosh Practice Manager AMURI HEALTHCARE Ltd.