Tell us about yourself and your career journey
Mechanical engineering was my starting point. Not just because I always liked building new things, and rebuilding others, but also because I decided to follow in my father’s footsteps – he’s also an engineer.
After several years in that space, I made a career change into Telecoms. This was back in the 2000’s at the boom of Alt Nets. I was lucky enough to join Colt Technology Services as they started up their operation in Portugal – a great opportunity to get knee deep into Telecoms and leave behind a legacy of more than 500 kilometres of fibre networks deployed.
My move to London came on the back of a business transformation opportunity, and that’s probably when my consulting career really started. Over almost 20 years I’ve worked for some impressive consulting firms where I’ve learnt a lot and been given the chance to do what I love most – shape transformation, create new things, and help people develop their careers. Currently I work at Capgemini, leading complex transformation programmes with our global clients.
What have been your top career successes?
Being part of a Telco start-up and leaving behind such a massive legacy of network deployment and multiple transformation initiatives is clearly one of them.
A few years ago, I was given the opportunity to co-run a consulting practice with 50+ brilliant consultants – an exciting, scary, and career-building opportunity that really developed and expanded my leadership skills.
But success isn’t just about that. More recently I launched a book (Now or Neverish), something I never thought I’d do, not even in my wildest dreams. It was an amazing soul-searching experience that built on many coaching and mentoring experiences and let me venture into fiction writing. And surprisingly, I love it.
What do you currently do?
I lead transformation programmes for clients across sectors, mainly focused on Telecoms. It’s not just about the actual design of those programmes but about working very closely with my clients to fully understand their problems and together co-create solutions. In a nutshell, I’m doing what I love most – client-centric consulting.
What drives and motivates you?
What really drives me is helping people focus on what matters to them. We often get caught up in things out of habit, pressure, or expectation without asking why. I think this happens to a lot of people – they keep doing things without thinking about what’s really important.
The best part of my work is coaching people – creating safe spaces for them to slow down, think clearly, and reconnect with what’s important. When they do this, the answers usually come on their own.
Watching someone find their confidence again is really cool. Seeing them go from feeling tired and stressed to leading with clarity and belief – I love being part of someone’s journey when they figure out what they really want to do and start making a difference. It’s an amazing feeling.
What is your current focus?
Right now, I’ve got four things in focus. First, getting my book “Now or Neverish” about rediscovering purpose and clarity into more people’s hands. Second, continuing to develop my “Intentional Hourglass” method to support more coaching and mentoring activities and help people become better intentional leaders. Third, continuing to develop myself as a leader and consultant – I don’t think you can credibly coach growth if you’re not pursuing your own. And fourth, continuing my support for WICT UK & Ireland, championing women in our industry.
What emerging trends do you see in the industry?
What fascinates me, and genuinely concerns me, is the pace at which the workplace is being reshaped. AI, automation, hybrid work – it’s extraordinary what’s possible now. But I worry about the human cost. People are overwhelmed. The pace of change is outstripping our ability to process it emotionally – rising burnout, identity crises as roles shift, and a real hunger for meaning that technology alone can’t satisfy.
The societal implications are enormous, from how we educate our children to what “career” even means anymore. I don’t have all the answers – and that’s okay. I believe organisations and leaders who put people first, from the beginning, will do well. I’m really curious to see how it all turns out.
How can organisations embrace AI innovation?
The biggest mistake I see organisations make with AI is treating it as a technology project rather than a strategic and human one. Too many jump in with a single tool expecting transformation, chasing that ultimate “use case” silver bullet. AI doesn’t work that way – different challenges need different approaches. Without clarity on what you’re actually trying to solve, you just automate confusion faster.
Real AI innovation starts with people and purpose. It means investing in skills, rethinking decision-making, and being honest about organisational readiness – because AI amplifies whatever model already exists, good or bad. The gap between expectation and value is strategic and cultural, not technical. Organisations that get this right treat AI adoption as a change programme, not a deployment task.
Tell us about your leadership philosophy
I don’t believe in any one type of leadership style. What I believe in is something I call unfolding leadership – meaning leadership is not a fixed thing but a practice that changes as you deal with unclear situations and changes you at the same time.
If I had one guiding idea it’s that a plan only works if people do. You can have the best plan, but if people aren’t involved, don’t understand their role, or aren’t trusted to act on it, it won’t work. I always start with people – creating an environment where they know the reason for things and feel able to contribute from the start, not later.
Emotional intelligence is key to this. In the changes I’ve been part of, the hardest problems were never technical but people-related. Understanding the situation, listening well, and controlling your emotions when things are tough – that’s what builds real trust.
A big part of my job is also about making things clear. People are often confused not because they lack information, but because they have too much and not enough guidance. I see leadership as helping teams filter out the noise and focus on what’s important right now.
I adapt my style depending on the situation. Sometimes you need to direct, other times you step back. The real test of your leadership is what happens when you’re not there. Are people making choices? Taking responsibility? Or waiting for you to decide?
How has the business leadership landscape changed?
The landscape has been shifting and is different depending on where you sit.
The old model of hierarchical, directive leadership built on certainty simply doesn’t work anymore. AI, hybrid work, and economic volatility have converged to create a reality where leaders can’t rely on having the answers – they have to create the conditions for better answers to emerge.
What’s fascinating is how this plays out regionally. In Europe, there’s organisational maturity based on strong governance and established structures, but that maturity can become a trap. I see a lot of what I call “autopilot leadership” – things keep working but stop mattering. The risk isn’t breakdown, it’s drift.
In MENA, it’s almost the opposite – enormous energy, faster decision-making, real boldness. Leadership tends to be more centralised and personally driven, which creates momentum when there’s clarity and fragility when there isn’t. The question I often ask is: “You’re moving fast, but toward what?”
The US sits somewhere between, with a strong bias toward action and individual accountability – powerful, but it can mask a lack of reflection.
Across all of these, certain things are non-negotiable: trust, emotional intelligence, and the ability to lead through ambiguity rather than pretend it doesn’t exist.
What challenges have you faced in your career, and how have you built resilience in yourself and your teams?
The toughest things I’ve faced haven’t been about the work itself. They’ve been about people – how to help individuals find enough clarity and trust in what we’re trying to achieve, instead of just going through the motions.
For me resilience isn’t about “just keep going.”. It’s about stopping, thinking about what’s happening, and figuring out what to do next. It’s about reducing the noise, making sure everyone feels safe to say what’s not working, and trusting them to take care of what comes next.
What legacy do you hope to leave?
I want to be remembered as someone who helped people stop drifting and start leading with purpose. My book, my coaching, and my consulting work all connect through one thread – helping people discover their path.
I want to help people identify what truly matters to them and focus on work that’s important, to them. If I can help someone find out what they really want to do and they make a difference because of that clarity – then my work was worth it.
What is next for you?
I want to continue to focus on coaching and mentoring and help people grow and develop – that’s where I think I can make a difference. I love those one-on-one moments when someone finds their clarity again and starts leading in a way. I want to help more people have those moments.
I also think I’ll write books. My book, Now or Neverish has opened up opportunities, for me. I’m excited to see what’s next so stay tuned.
Where can readers connect with you?
LinkedIn https://www.linkedin.com/in/claudiocosta1/
My website https://whyshouldicare.net/
My book http://noworneverish.com/
