For most of my career, I believed that better strategy was the answer. As a management consultant at Booz Allen Hamilton and beyond, I helped organizations identify risks, build plans, and chart paths forward. The work was rigorous and I was good at it. But something kept nagging at me: the organizations that struggled most rarely lacked a good plan. They struggled because of the people and dynamics behind it.

That realization led me to coaching. But what really changed things was sitting across from clients who were trying to make genuine change in themselves and their organizations, and being struck by the courage that requires. Their willingness to be vulnerable, to examine their own patterns and blind spots, to keep going even when insight didn't immediately produce results, changed how I understood this work.

It also made me look more honestly at myself. I'm still doing that work. The gap between knowing something and actually changing because of it is real, and I've lived it. That experience, not just the credentials or the frameworks, is what I bring into the room.

Today I work with leadership teams navigating the moments that make or break an organization, and with the individual leaders within them who want to lead better, not just perform better. If you're doing that kind of work, I'd love to talk.