Bridging Both Sides of the Table
I’ve spent more than two decades on the organizational side of the table, leading HR strategy through mergers, acquisitions, cultural transformations, and large-scale organizational change. I’ve worked with companies like Oldcastle, Rheem Manufacturing, Cox Automotive, NCR Corporation, and Georgia-Pacific, supporting workforces from 300 to 10,000 employees across manufacturing, fintech, e-commerce, and consumer goods.
I’ve built HR teams, designed succession plans, led post-M&A integration efforts, and advised C-suite leaders through some of their most challenging decisions. I know what keeps executives up at night because I’ve been in those strategy sessions. I understand the political dynamics, the resource constraints, and the pressure to deliver results while developing people.
But I also know what it’s like to be the leader trying to figure it out.
Early in my career, I didn’t always have access to the kind of mentorship I needed. I had to navigate ambiguity, prove myself in rooms where I was underestimated, and learn through trial and error what authentic leadership actually looks like. That experience shaped how I lead and how I coach.
I hold an Advanced Executive Coaching certification from Emory University because I wanted to formalize what I’d been doing informally for years: helping leaders close the gap between where they are and where they’re capable of going.
Why I Coach
Too many talented leaders get stuck because they don’t have someone in their corner who understands both the organizational realities and the personal transformation required to navigate them.
Early and mid-career professionals, especially those from underrepresented backgrounds, often don’t receive adequate mentorship. They’re expected to figure it out on their own, and that’s not fair or sustainable.
Established executives face a different challenge. They’ve proven themselves, but they’re navigating new levels of complexity, higher stakes decisions, and the isolation that comes with senior leadership. They need someone who gets it, not someone who’s going to give them generic advice from a playbook.
I coach because I’ve been on both sides. I know what organizations need from their leaders, and I know what leaders need to develop to meet those expectations without losing themselves in the process.
How I Work
I don’t believe in cookie-cutter approaches. Leadership is contextual. What works in one organization or at one stage of your career might not work in another. My coaching is built on three core principles:
Clarity
We start by understanding exactly where you are and what’s actually in your way. Not what you think should be the problem, but what the real issue is.
Courage
Growth requires honesty. We talk about the hard things, the uncomfortable feedback, the patterns you’ve been avoiding, and the risks you need to take.
Compassion
Transformation doesn’t happen through shame or pressure. You’re navigating real constraints, real people, and real consequences. I meet you where you are.
Through my EDGE Framework, we work thorough four phases: Explore where you are, Differentiate what makes your leadership unique, Get After It with clear strategy and action, Extend your influence beyond your current role – creating Impact that defines your legacy.
This isn’t about turning you into someone you’re not. It’s about helping you lead from who you actually are.
My Credentials
Let’s Talk
If you’re an executive navigating complexity, transition, or higher-stakes leadership, I can help you get clear on your next move and execute it with confidence.
If you’re an emerging leader who wants to develop your skills intentionally rather than hoping you figure it out along the way, I can help you build a foundation that will serve you for decades.
The conversation starts with a discovery session. No pressure, no pitch. Just an honest conversation about where you are and whether coaching makes sense.