Our coaching relationship typically begins with assessments and a 360-degree stakeholder interviews. We have meetings every two to three weeks—60 to 90 minutes where we work on whatever matters most to your leadership in that moment. You have unlimited email and text access between sessions for time-sensitive questions or decisions. I review documents such as board presentations, strategic plans, and difficult communication, and provide feedback. When needed, I facilitate team sessions. Everything is structured around discovering where you are now, where you want to be, who you need to become to get there, and how you might get in your own way. As our relationship deepens, the structure often evolves. Some clients move to quarterly check-ins or pure access advisory models while maintaining the partnership over multiple years.

The core methodology is the same, but CEO work has distinct challenges: the isolation of the role, the weight of decisions, the complexity of balancing stakeholder needs, and the reality that no one else fully understands what you’re navigating. My work with CEOs often includes strategic thinking, board dynamics, ownership transitions, and the personal sustainability required to lead at this level. I’ve been a CEO. I’ve navigated these waters. That lived experience informs how I work with leaders in the top role.

Team coaching addresses the patterns that prevent your leadership team from performing at the level you need. I typically start by interviewing each team member individually, then work with the team collectively on the dynamics that matter most—trust, accountability, communication, decision-making, and managing change and uncertainty. This isn’t a one-time offsite. It’s usually a series of working sessions over several months where we address real issues in real time. The goal is building a team that can navigate complexity together rather than defaulting to silos or hierarchy.

Team coaching addresses the patterns that prevent your leadership team from performing at the level you need. I typically start by interviewing each team member individually, then work with the team collectively on the dynamics that matter most—trust, accountability, communication, decision-making, and managing change and uncertainty. This isn’t a one-time offsite. It’s usually a series of working sessions over several months where we address real issues in real time. The goal is building a team that can navigate complexity together rather than defaulting to silos or hierarchy.

I don’t believe in cookie-cutter leadership programs. Effective leadership development must be contextual and tailored to your organization’s challenges, your leaders’ actual development needs, and the strategic priorities you’re trying to advance. When I design leadership programs, I start by understanding what your organization truly needs, then build something specific to that. This might include group coaching, facilitated learning sessions, leadership assessments, and real-world application. The goal is always the same: building leaders who can navigate complexity, develop others, and create the culture your organization needs.

Yes. I’m on a mission to accelerate women to the highest levels of leadership. About half my practice focuses on coaching women leaders at all levels. This work draws on three decades of leadership, and research I’ve conducted—more than 40 interviews with women healthcare leaders, and my understanding of the distinct challenges women face as they rise: navigating systems that weren’t built for them, managing the emotional labor of leadership, finding their voice in rooms where they’re often the only woman. I bring both practical tools and a deep understanding of these dynamics. The question-based methodology is the same as all my work. The context is what differs.

Sometimes the issue isn’t just individual leaders; it’s the organizational systems, culture, or structure that need to shift. I work with executives on these broader transformations: post-merger integration, strategic repositioning, culture change, succession planning. This work typically involves a combination of executive coaching, team facilitation, stakeholder engagement, and strategic advisory. It’s intensive, it requires CEO commitment, and it’s designed to create sustainable change rather than consultant-dependent improvements.

After an intensive coaching engagement, some clients transition to an advisory relationship. Rather than scheduled sessions, you have ongoing access to me for the decisions and moments that matter. We might meet quarterly for deeper strategic work, or we might connect several times in a month when you’re navigating something complex. The value is knowing you have a thinking partner whenever you need one. You have someone who knows your context, your history, and the questions worth asking. This model works particularly well for seasoned executives who no longer need developmental coaching but want a strategic sounding board.