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I became a coach because I kept seeing the same pattern: brilliant, driven leaders hitting invisible walls—not from lack of talent, but because no one would tell them the truth about what was holding them back.

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Early in my career, I watched a phenomenal executive derail. Not from lack of skill or effort, but from a blind spot everyone saw except him. People whispered about it in hallways. His team tiptoed around it. But no one had the courage—or the skill—to help him see and address it. By the time someone finally spoke up, the damage was done.

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That moment changed everything for me. I realized the greatest gift you can give a high performer isn't praise—it's the truth, delivered with skill and genuine care. So I built my entire practice around that principle.

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What Sets My Approach Apart

 

Evidence-based methodology grounded in doctoral research
I earned my doctorate from the Wharton School of Business and Graduate School of Education at the University of Pennsylvania, where my research focused on leadership development. Combined with advanced degrees in education (MS, University of Pennsylvania) and business (MBA, University of Wisconsin), I bring rigorous academic foundations to every engagement.

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Deep experience in complex business environments
I've coached executives across industries, helping them navigate high-stakes transitions, build stronger teams, and address the blind spots that limit their impact. My approach balances driving results with strengthening relationships—because sustainable leadership requires both.

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Commitment to meeting leaders where they are
I don't impose cookie-cutter frameworks. Instead, I work within your organizational culture and context, challenging you to grow while respecting what already works.

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Thought leadership in talent development
As a former board member of the Association for Talent Development (ATD)—which supports over 100 US chapters and members in 120 countries—I stay at the forefront of leadership development best practices. I continue to serve on ATD's board selection committee and maintain active membership in Harvard's Institute of Coaching and the International Coaching Federation (ICF).

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I Work Best With Leaders Who:

• Are ready to dig deep and do meaningful work

• Value both performance and authentic leadership

• Want to create positive change in their organizations

• Seek to build more cohesive, high-performing teams

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The result? Leaders who lead with confidence, teams that collaborate effectively, and organizations that achieve exceptional outcomes.

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