Two ways in. The same first step.

I work with individuals — senior leaders who are exceptional at the work and not seen for it — and with organizations, helping them develop and keep the leaders they can’t afford to lose. The work underneath is the same; the way in is what changes. Either way, it begins with a conversation, not a pitch.

People tend to find me from one of three places.

You need to be seen. The work is excellent but it isn’t translating — the recognition, the next role, the bigger mandate keep going to someone else. You don’t need to do more. You need the right people to see what you’re already doing.

You need to know what’s next. You’ve reached the edge of the role, or the thing you were climbing toward stopped looking like something you want. The question isn’t how to climb faster. It’s this: where are you trying to go — and is this still it?

You need to recover. Somewhere along the way the work cost you something — your certainty, your nerve, a version of yourself you used to recognize. Before you can decide what’s next, you rebuild that.

Most people are standing in more than one of these at once. Wherever you are, that’s where we start.

Working together, one to one

It starts with a thirty-minute conversation. Not a pitch — a conversation. I want to hear what’s actually going on; you want to know whether I’m the right person for it. If I’m not, I’ll tell you, and I’ll point you toward someone who is.

If we go forward, we start with your story, not a framework. I’ll tell you what I see, what I’m hearing, and what I think you’re holding onto that you haven’t said out loud. Then we ground it with an assessment, so we’re working from more than my read and your memory.

From there, a typical engagement runs about ten sessions over three to six months, almost always virtual. When something comes up that can’t wait for the next session, you can reach me between them. And what we say to each other stays between us — that’s established on the first call, not assumed.

When the engagement ends, I don’t disappear. Most of the people I’ve worked with are still in my network, and I’m still in theirs.

Working with teams and organizations

The same pattern plays out across your bench. The leaders you can least afford to lose are often the ones being seen for the wrong things — kept where they’re reliable, passed over for what they could run. Some are stalling. Some are carrying more than anyone has named. And the ones who can’t see a path tend to leave.

I work with leadership teams and high-potential cohorts to change that — through group programs, facilitation, and sessions built around the specific leaders you’re trying to keep and develop. The core of the work doesn’t change: helping capable people remove what’s standing between them and what they’re able to contribute — so you keep them, and so your bench starts to reflect the organization you actually are.

Leaders at SAP, Novartis, Comcast, Aflac, Quaker Houghton, KPMG, and Spark Therapeutics have brought me in for exactly this.

Whether it’s for you or for your team, it begins the same way — a conversation, no pitch. Tell me what’s going on, and I’ll tell you whether I’m the right person for it.

Not ready yet? Follow along → — I write about this work regularly.