Small habits, repeated on purpose, change the whole person.

My philosophy

Coaching is a partnership, not advice. My work is grounded in inquiry: asking the questions that help you uncover your own insights, challenge the assumptions you have stopped noticing, and translate new awareness into meaningful action.

Awareness on its own tends to fade. So we identify one or two things you can practice between sessions, small enough that they survive a difficult week, and we keep at them until they hold.

A typical engagement runs six months, with a session every other week and email between them. Shorter engagements are possible when the focus is a single transition. I will tell you on our first call what I think the work actually requires.

What we work on

• Moving from functional expert to enterprise leader
• Executive presence and how you communicate upward
• Influence, stakeholder relationships, and cross functional alignment
• Building a team that can carry decisions without you in the room
• Direct feedback that raises accountability and engagement at the same time
• Developing and retaining the people on your team
• Landing well in a new role, whether promoted or hired in

What this looks like in practice

A vice president preparing for enterprise responsibility learned to frame his recommendations as business cases tied to growth, risk, and customer experience rather than functional updates, so senior leaders heard him differently.

A marketing leader worked on influencing upward: anticipating her manager's priorities, framing trade offs in commercial terms, and building stakeholder support before the key conversations rather than during them.

A leader known for being very direct kept the full value of his candor while learning to deliver hard messages in a way that strengthened trust at the same time.

How I assess

Conclusions come from the integration of several sources: a structured behavioral interview, a review of career history, validated inventories of personality, derailment risk, and motivation, and 360 feedback where it adds something. No single component is used in isolation. The findings reflect the whole picture together with professional judgment.

What that produces is not a personality label. It is a considered view of how someone leads at their best, what tends to surface when they are under pressure, and the conditions in which they will do their strongest work. My assessment work spans managers, directors, and executives up to the C suite.

For organizations

• Success profiles and selection frameworks, so everyone is measuring the same thing
• Selection and promotion decisions, measured against the real demands of the role
• Calibrating candidates, advising on trade offs, and supporting the final call
• Succession planning and identifying people with room to grow
• A written report with a clear recommendation and the reasoning behind it
• Sized to the decision, whether you have a full talent function or this is the first assessment your company has ever run

For an individual leader

The full assessment, a working session on what it means for you, and a written summary you keep.

For organizations, assessments are priced per candidate, so a company hiring one leader pays for one decision rather than a program. I will quote the whole thing before we begin, so you know the cost of the decision up front.

Instruments I am certified in