Executive coaching in moments that matter.
For first-time execs, leaders stepping into bigger roles, and senior leaders navigating turnarounds, board pressure, or major change. Custom engagements built around your actual situation.
Who this is for
The leaders I work with one-on-one tend to be in one of three moments:
A new role they have not done before: newly promoted to VP, stepping into the C-suite, or moving from functional operator to enterprise executive.
A hard stretch in a familiar role: a turnaround, a reorganization, a crisis of confidence, or a stretch where the decisions are getting heavier and the audience is getting bigger.
A preparation phase: getting ready for what's next, often a year out, when there is room to build the skills and relationships before the moment arrives.
If that sounds like where you are, we should talk.
How the engagement works
Most engagements run six months. We meet twice a month for 60 to 75 minutes. The agenda is yours — your real situation, your real team, your real decisions.
I'll usually do a stakeholder check-in at the start (a structured conversation with three to five people who work closely with you) and again at the end, so we have a clear read on what's changing. In between, we work on what is actually showing up for you week to week.
All sessions are virtual. Engagements typically run six months with the option to extend. I take on a small number of new clients each quarter so I can stay genuinely available to the leaders I'm working with.
Pricing is engagement based. I'll send a clear scope after our first call with options for you to consider.
If we're a fit, you'll know in the first call. If we're not, I'll tell you.
How I work
I'm curious and direct. I'll ask questions to challenge your thinking before I tell you what I'm seeing and what I think, and I'll expect you to push back when I'm wrong.
I take the business seriously. My background is operating inside high-growth companies, not academic. I want to understand your P&L, your team, your boss, and what's actually at stake, and I'll bring frameworks and language when they're useful.
I'll hold the long view. Coaching can drift into firefighting if you let it. Part of my job is to keep us building toward the leader you want to be a year from now, not just solving this week's problem.