https://www.symphony5.com.au/coaching-home daily 1.0 2026-10-16 https://images.squarespace-cdn.com/content/v1/5ec321c2af33de48734cc929/1618497259178-6XJGK9GR6YAVBQL5L519/20140301_Trade-151_012-2.jpg Symphony 5 - Coaching for leaders https://images.squarespace-cdn.com/content/v1/5ec321c2af33de48734cc929/1607694644871-IC85FNH781UNZSZEGHDR/Aro+Ha_0428.jpg Symphony 5 - Coaching for leaders https://images.squarespace-cdn.com/content/v1/5ec321c2af33de48734cc929/1607694583486-2PQT0LQ193RL7MCB6DX4/20140228_Trade+151_0046.jpg Symphony 5 - Coaching for leaders https://images.squarespace-cdn.com/content/v1/613fda9b655fe45a38a9e6ba/1632271225307-ECRX9NSSMTEM6QKEA5NE/unsplash-image-sXCCPt90JxM.jpg Symphony 5 - Coaching for leaders - Bring your best to the hardest work. I help leaders who've been asked to innovate make it happen, without burning out. https://images.squarespace-cdn.com/content/v1/613fda9b655fe45a38a9e6ba/1632271134016-0M6LZN94UY5BG9F19BOS/unsplash-image-G9Rfc1qccH4.jpg Symphony 5 - Coaching for leaders - Does this sound like you? "My plan depends on teams who’ve got their own priorities." "I've been asked to use AI to drive growth, like a startup. Nobody has said what that means here." "I'm accountable for the most complex thing I’ve ever led, and people are already waiting for results." "I'm doing two jobs, and struggling with them both." "I've got more data and more opinions than ever, and less idea what to do." "I’m flat out all week and still feel behind." https://images.squarespace-cdn.com/content/v1/613fda9b655fe45a38a9e6ba/1633320862029-2UI0O6BMQ096BS3F0OBO/Prashant+Portrait+Head+Shot+500x500.jpg Symphony 5 - Coaching for leaders - About Prashant For more than twenty five years I've worked inside technology businesses, from early-stage startups to large, established companies. I've moved between marketing, product, project management, software and operations, hands-on and leading teams. Almost every move meant taking on work I hadn't done before, and leading people who knew it better than I did. I've worked on both sides of the innovation problem: building new things in startups, and getting new ideas through the constraints of larger organisations. The hard part of a bigger role is rarely the technical content. It's working out what to carry forward, what to let go of, and how to lead when the old approach stops working. I also trained and worked as a mindfulness and mindset coach. It's why I pay as much attention to how you're thinking under pressure as to what you're doing. I coach because I remember doing these roles without anyone to think them through with. And because the hardest problems get solved by people working at their best, not people running on empty.