About

My background in design trained me to see structure.
To notice where friction lives.

I spent more than two decades in strategic leadership roles inside and alongside the kinds of organizations my clients now lead, including work with companies such as Apple, frog design, Dell, and Paramount Pictures. 

Much of that work didn’t come with a clear path.
I was often doing something that hadn’t been done before.
There were no expectations, guidelines, or models to follow.
Just someone saying, go figure it out and get it done.

I had to think creatively, assume authority, experiment, fail, and rely on my own judgment.

I’ve been on both sides of the table, as a consultant and an employee, and seen how these systems shape decisions, behavior, and leadership. I understand how pressure changes the way people operate, and what systems, power, and responsibility actually cost.

When I’m listening, I notice more than what you say.
I’m tuned in to your body language, your values, the influences and expectations you’ve adapted to, and the roles and pressures you carry.
That’s how I listen now when leaders are navigating complex decisions.

None of that was the hardest part.

I lost my home in a flood, a job I had spent 7 years building, and moved into a caregiving role with my family that put me back into patterns I had worked hard to leave.

I realized how much of myself I had been abandoning to perform inside systems that were never really built for me.
I told myself that was the cost of success. 
It wasn’t sustainable.

I walked away from roles, relationships, and structures that required me to keep doing that.
I had to rebuild from the ground up, without the identity I had relied on before.
I don’t make decisions that cost me myself anymore.

That shift is where this work comes from.

Even the most capable leaders eventually reach moments where the way they have been operating no longer works.
Not because they have failed. Because something important has changed.
Those moments aren’t solved by pushing harder or adopting someone else’s model.
They require space, clear thinking, and honest reflection about what actually matters.

My role is not to tell you what to do.
You remain the authority in your life.
My role is to help you see clearly enough to decide for yourself.
That’s where meaningful change begins.

I’m a Certified Professional Co-Active Coach (CPCC) and a member of the International Coaching Federation.

Those frameworks support the work. They don’t define it.