25 years as a senior executive before becoming a coach
Mars | Gap Inc. | The Body Shop | PCC · CPCC Certified Coach | MBA Georgetown University
You're likely in the right place if —
You're a founder scaling past Series A or B
The leadership style that built your company is starting to feel like a ceiling — for you, your team, or both.
You're a CEO at a leadership inflection point
A new board dynamic, a difficult executive hire, a culture that's drifting, or a team that's aligned on paper but not in practice.
You're a senior executive performing well
But operating below your own ceiling. Too deep in the operational detail, stretched too thin, or unsure what the next evolution of your leadership looks like.
You're at a high-stakes moment
A fundraise, an acquisition, a leadership transition, or a crisis — and the quality of your thinking in the next 90 days matters enormously.
If any of these feel accurate, a conversation is the best place to start
Three ways I work with leaders
Individual Executive Coaching
For founders and C-suite leaders at a critical growth or transition moment
This is a high-context, confidential engagement built entirely around what you're navigating. Not a program. Not a framework course. A relationship designed to sharpen your thinking, expand your leadership range, and give you the external perspective that's impossible to get from inside your own organization.
Founder Coaching
For startup founders from Series A through exit
Founders face a specific set of challenges that generic coaching rarely addresses — the identity shift from operator to visionary, the emotional weight of leading under investor pressure, and the gap between the leader you are today and the one the next stage requires.
Executive Team Coaching
For leadership teams that need to operate as one
Individual brilliance is not enough at scale. When executive teams drift — and they all drift eventually — the cost is invisible at first and devastating later. I work with C-suites to rebuild the alignment, candor, and decision-making coherence that makes execution possible again.
What the work produces
Results are specific. Names are confidential.
A Series B CEO was saying yes to everything.
Revenue had doubled. His team was breaking.
We built a filter for strategic decisions. He cut 40% of active
initiatives. Revenue stayed flat for six months, then doubled.
Team satisfaction hit all-time highs. Customer retention improved 60%.
A VP of Product was four days from resigning.
She wasn't burned out. She was trapped.
Through coaching, we reframed her role, eliminated 30% of
non-essential activities, and rebuilt her delegation systems.
She stayed. Six months later she was promoted to SVP and now
leads her division's top-performing team.
Three missed quarters. The CEO was ready to replace half the table.
We didn't start with strategy. We started with one question:
"What would have to be true for you to trust this person with
your most important priority?"
The answers revealed that the team wasn't aligned on what success
even meant. That same team exceeded targets by 40% the following year.
If you are ready to work at this level, the next step is a conversation.
Why my approach is different
Most executive coaches come from academia, psychology, or consulting. I come from the roles my clients are in.
I spent 25 years as a senior executive at Mars, Gap Inc., and The Body Shop — building and leading teams, running P&Ls, navigating board rooms, and making high-stakes decisions without a playbook. I know what the pressure feels like from the inside, not just from observation. Beyond the corporate track, I've also built as an entrepreneur, served as a board trustee, and worked as a consultant — which means I've seen leadership from the inside, the outside, and at the governance level.
I hold the PCC credential from the International Coaching Federation — one of the highest levels of coaching certification in the field — as well as the CPCC from the Co-Active Training Institute, the global standard in coach training. I have an MBA from Georgetown University and have trained at the Center for Creative Leadership.
That combination — deep operating experience and serious coaching credentials — is what makes the work specific rather than generic. I don't apply frameworks designed for a hypothetical leader. I work with what's actually in front of you: your team, your board, your blind spots, and your next chapter.
The Inflection Point
A weekly newsletter for senior leaders navigating complexity
Every Tuesday, one insight from my work with executives — a real
pattern I'm observing, a named framework, or a counterintuitive
truth that only becomes visible from the outside.
No motivational content. No generic leadership advice. Just the
thinking I share with the leaders I work with.
What recent readers have found inside:
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Why your executive team's problem probably isn't what you think it is
The four questions that help CEOs say no from clarity, not fear
What a $500M exit looked like from the inside — and why the CEO felt empty
How a founder reclaimed 15 hours a week without losing control
Read by founders and executives navigating growth and transition. Unsubscribe anytime.
If the timing is right, let's talk
I work with a small number of leaders at a time. The first conversation is a genuine exploration — no pitch, no process, no commitment required.