My path to leadership coaching emerged from over a decade of navigating the messy realities of organizational life across industries—where textbook theories collide with human complexity, and where the gap between knowing what to do and actually doing it can feel impossibly wide.

From leading project teams at Accenture to managing operations at Vanguard, and most recently as Director of Marketing & Brand Operations in healthcare, I've experienced leadership from multiple angles. I've led cross-functional project teams where influence mattered more than authority. I've managed creative professionals who needed space to innovate alongside clear direction. I've navigated the political complexities of financial services, the rapid pace of technology consulting, and the stakeholder-dense environment of healthcare administration.

Each role taught me something different about what it means to lead effectively—but my most formative leadership lessons didn't come from the wins. They came from the moments when I felt overwhelmed by feedback I didn't know how to process, when I questioned whether I belonged in the room, and when I realized that technical expertise alone wouldn't make me the leader my team needed. They came from transitioning from peer to manager, from project leadership to people leadership, from executing others' visions to creating my own.

My coaching philosophy bridges rigorous research with practical application. I draw on evidence-based frameworks from organizational behavior, leadership psychology, and positive psychology—but I translate them into tools you can actually use on Monday morning.

What makes this approach different:

• Meaning-making over myth-busting. Rather than telling you what "good leaders" do, I help you develop your own leadership identity through reflection, experimentation, and intentional practice. We work together to extract wisdom from your experiences—especially the uncomfortable ones.

• Research-informed, not research-heavy. My academic background informs everything I do, but our conversations won't feel like journal clubs. I distill decades of leadership research into practical frameworks that address your specific challenges, whether that's giving difficult feedback, managing up, or building credibility with skeptical stakeholders.

• Progress over perfection. New leadership roles are inherently messy. My goal isn't to help you avoid mistakes—it's to help you learn from them faster, recover with more resilience, and build the self-awareness that separates effective leaders from struggling ones.

• Systemic thinking. Leadership challenges rarely exist in isolation. We'll examine not just your behaviors, but the organizational context, team dynamics, and systemic pressures shaping your experience. Sometimes the problem isn't you—it's the system you're trying to navigate.