I'm curious, this portfolio career that we've talked about just briefly, was it something that you deliberately designed or did it evolve as you started asking different questions about yourself and what you wanted for your career? And who was supporting you when you were navigating those career changes?

Was it something that I deliberately designed? Absolutely not.

I used to think that having a general counsel gig in a big company was the aunt's pants, that it was completely secure, it was a stable pathway.

I, I do a lot of work with a number of lawyers who are either in private practice or in-house who say, "I wouldn't wanna do something different 'cause I've got this great secure job." And I just say, "Oh my God, there's nothing secure about your job whatsoever." There was a book I read many years ago by Richard Branson, Losing My Virginity, I think it was called, and he talked in that book about having seven different forms of income.

And when my role was made redundant at Brookfield, I suddenly thought, "What the hell am I gonna do? I'm a great GC in this space, but what am I gonna do now?" And then I remember reading this book and thinking, "Okay, let's go out and find seven forms of income." And a friend of mine, Holly Ransom, said to me, "That doesn't mean get seven full-time jobs, Claire." I accept that it didn't mean get seven full-time jobs, but it feels at times that maybe I did go and get seven full-time jobs.

But really, that stage in my career, when I was in my late 40s, was, looking back at it now, it was a blessing in disguise because I got to think really deeply about my values and what was important.

And my husband whisked me off, I'd like to say, but he didn't really.

So when you're spending the time as a coach and you're working with the senior lawyers and executives, what are typically the issues that they're bringing to you?