Tony Latimer MCC BCC | Master Executive Coach
Specialist in CEO and Business Head transition.
Working globally with senior leaders and with experienced coaches developing mastery.
The work I do
I am a Master Executive Coach, working with senior leaders in transition. My practice has two strands: coaching newly appointed CEOs and Business Heads directly through the move into the role, and teaching experienced coaches to work at the level senior clients need.
My first exposure to coach training was in 1984, as a young manager, through Timothy Gallwey's Inner Game. That early grounding shaped everything that followed. I spent twenty years in technical, leadership and sales positions across Europe, Scandinavia and Asia-Pacific in technology and software companies. During that time I formulated my ideas about leadership and the use of coaching in the workplace.
I am the founder of Profitable Leadership® and the architect of the Leadership at the Speed of Thought™ frameworks. Through the Simplicity of Mastery™ programme I teach experienced coaches to work at mastery level. I am a founding member and Past President of ICF Singapore, an ICF Global Credentialing Assessor, a member of the ICF Global Coach Training Task Forces, and one of the authors of the ICF Thought Leadership Institute 2026 Coaching Futures Report.
Coaching as a profession has accumulated a lot of jargon. Stripped back to its essentials, coaching is the process of making people think; and in the organisation, we coach for behavioural change.
Coaching is
Helping somebody get absolute clarity on where they are now;
Absolute clarity on where they need to be;
And absolute clarity on what they need to do differently in order to get there.
This is my executive coaching approach—a methodology that scales seamlessly from individual 1:1 sessions for senior leaders across Singapore and multinational corporate structures, right up to total organizational change.
Credentials and contribution to the profession
I am one of the 4% of ICF credentialed coaches worldwide to hold the Master Certified Coach designation, awarded through the examined MCC process in 2008. I was a founding cohort Board Certified Coach in 2012. My coaching log now stands at over 25,000 hours, and my independent practice has been running since 2001.
Beyond my own practice, I have spent much of the past twenty-five years contributing to how the coaching profession develops globally.
| 1984 | First exposure to coach training, through Timothy Gallwey's Inner Game |
| 2001 | Founded independent executive coaching practice |
| 2002 | Founding Member, ICF Singapore Chapter |
| 2008 | Awarded Master Certified Coach (MCC) by the International Coaching Federation |
| 2008–2014 | ICF Global Credentialing Assessor |
| 2009 | President, ICF Singapore Chapter |
| 2012 | Founding Board Certified Coach (BCC), Centre for Credentialing & Education |
| 2018–2022 | Member, ICF Global Coach Training Task Force |
| 2026 | Contributing author, ICF Thought Leadership Institute 2026 Coaching Futures Report |
| Ongoing | Chapter Lead, ICF Singapore Community of Practice for Coaching Skills Enhancement |
I am certified in Harrison Assessments and have experience coaching from a wide range of feedback and assessment instruments. I maintain no commercial relationship with assessment tool providers, working instead with whatever the client prefers or uses internally.
Leadership and Coaching Books
I write for coaches, for leaders, and for the HR professionals who buy executive development. My published and forthcoming books reflect the two strands of the practice.
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AVAILABLE NOW Selling Yourself to Corporates Most coaches are dramatically underpaid for the value they create because they rely on low-fee one-to-one clients or coaching platforms that sit between them and the real buyer. The fastest way to increase your income is not to work harder or coach more hours, but to build a small number of direct corporate relationships. The problem is that many talented coaches are uncomfortable with “selling” and avoid the very conversations that would transform their business. In an endearing story of mid-life crisis, this book shows you how to leverage the coaching skills you already possess, making sales conversations feel as natural and comfortable as coaching itself. Instead of scripts, pressure, and persuasion, you will learn how to build trust, uncover real business needs, and position your services in a way that makes working together the obvious next step. |
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PUBLISHING 2026 Who Coaches Whom Many organisations say they want a coaching culture. Few understand what that means in practice. This book explores the coaching systems operating inside organisations, formally and informally, and the unintended consequences they create. Drawing on twenty-five years of working with senior leaders and leadership teams, it examines how coaching relationships shape decision making, accountability, leadership behaviour, and organisational performance. |
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COVER COMING
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PUBLISHING 2026 The Three Laws of Coaching™ What if there were a universal test for coaching? A simple set of principles capable of determining, in real time, whether a conversation was truly coaching; independent of methodology, school, model, or professional body. The Three Laws of Coaching™ distils coaching to its essential core. Providing a clear reference point for evaluating coaching communication in real time. At the same time, the Three Laws make it easy for leaders, coaches, and professionals to integrate genuine coaching skills into their natural communication style. |
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COVER COMING
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PUBLISHING 2027 Leadership at the Speed of Thought™ The majority of people managers in organisations are operating below their pay grade. Decision making gets pushed upward, leaders become bottlenecks, and organisations slow down under the weight of meetings, escalation, and constant firefighting. Leadership at the Speed of Thought™ exposes the power of leaders stopping being the organisation’s chief problem solver and instead building teams that can think, decide, and act for themselves. Drawing on twenty-five years of work with CEOs and leadership teams, the book explores how coaching-based leadership transforms speed, accountability, decision making, and performance by moving responsibility and thinking capability downward through the organisation. This is not theory. It is a practical exploration of how organisational leaders learn to lead more strategically, free themselves from operational overload, and create true thinking organisations. |
Contributing author
The Handbook of Knowledge Based Coaching (2011), chapter on Organisations and Organisational Culture
Coaching in Asia, The First Decade (2010), chapter on The Case for Internal Coaches
