For executives, senior-level leaders, founders, managers, and other people navigating transitions, ambiguity, and uncertainty in complex, inter-connected systems. The challenges aren't just technical — they're adaptive. The losses are personal. That takes courage and curiosity. Having a trusted partner can help.

Executive Coaching

Most executive coaching tends to focus on behavior change, performance improvement, or problem-solving. There's a place for that work. But I take an alternative approach.

The leaders who find me are usually looking for something deeper. A transition that has challenged their sense of identity. A role that demands more of them than they are currently capable. An organization where the real problems are known but not addressed. A path forward that remains unclear, but demands their attention. Or an understanding that what got them here — the patterns, defenses, and ways of making sense of the world that have served them well — may no longer be enough.

These kinds of challenge require a different kind of attention. They demand more awareness into what is happening beneath the surface, between and across people or groups. They invite individual development and growth in the process.

What the work looks like

The goal is not to fix you. It is to help you see more clearly — yourself, your system, and what each moment offers or actually requires. That way you can lead with greater awareness, courage, and freedom. Perhaps the real coaching happens in my absence.

I typically work one-to-one with executives, senior leaders, and others in engagements that run six to twelve months. We meet regularly — usually biweekly or monthly — in sessions that are confidential and designed to create space for the kind of thinking and reflection that the work of leadership rarely allows.

We might explore your authority, how you're taking up your role, and what that is asking of you that you haven't fully faced yet. We might examine the system you're leading — its known or unknown dynamics, its defenses, or what it's trying to protect — and your place within that. We might look at a decision you're carrying, a relationship that’s confusing, or a loss you haven't had time to grieve because the organization kept moving, taking you with it.

I approach each client and session with a fresh perspective. I don't apply any particular model or framework. Instead I arrive with the curiosity I hope to inspire in others. That might involve leading with questions; following my intuition; or observing what I’m noticing in the environment, between us, or even within myself. This kind of work isn’t easy. In my role, I aspire to stay in the difficulty with you long enough for something genuine to emerge. I might challenge what you're avoiding. I might pause when you want to rush. I will always be honest. But the agenda and choice how to proceed is always yours.

What I bring to the partnership

I am a Professional Certified Coach (PCC), accredited through the International Coaching Federation (ICF). But my coaching practice draws on a much wider set of disciplines than any one institution or coaching credential would suggest.

My own lived experience coaching, consulting, training, and leading within complex government and international institutions taught me about the pressures leaders face in environments where the politics are real, the stakes are high, and simple answers don't exist.

Additionally, my training in adult developmental theory shapes how I understand how to best help my clients, considering where they are on their own developmental journey.This can help clarify what kind of growth the current challenge is actually demanding. My experience in the Tavistock tradition and systems psychodynamics helps me see what might be happening between a leader in their role and their system — the projections, the defenses, the unconscious forces that shape organizational and individual behavior. And my training in grief and loss means I take seriously what most coaching might ignore. .

This work tends to be right for leaders who...

...are in a significant transition — a new role, a reorganization, a shift in identity — and sense that more is being asked of them than they've had to give before.

...lead in complex, risky, or politically sensitive environments where the technical problems are solvable but the adaptive ones require more.

...have participated in some forms of leadership development and found it useful but are ready for something that goes deeper.

...are willing to be honest about what they don't know, what they're avoiding, and what they might need to let go of in order to learn, lead, or live differently.

I work with clients across the U.S., U.K., and internationally. Sessions are typically conducted virtually, unless we make other arrangements.

Curious whether this is the right fit?

Coaching is a partnership. So the right fit matters more than any credential or framework. If something here resonates, let's have a conversation. There’s no commitment. No sales pitch. Just an honest exploration, together, to see whether this work could be useful for you, wherever you are.

Let's start a conversation

Common Questions

  • I typically work with senior leaders — at the VP level and above — who are navigating something that doesn't have an easy answer. That might be a significant transition, a role that's asking more of them than they expected, a loss they haven't had space to process, or a pattern that keeps showing up no matter how much they've already worked on it. Some come with a specific challenge. Others come with curiosity and intuition that something needs to shift.

  • We meet regularly — typically every two to three weeks — for focused one-on-one conversations. The agenda and work are driven by your challenges and goals. But it can go deeper, beyond behavior and tactics. Depending on what's present, we might work with your own mindset, examining the stories and assumptions shaping your decisions or how you’re relating to change. The approach is tailored to you, your needs, and whatever is coming up for you that needs more attention.

  • I’ve found this comes up more often than people realize. Leadership involves loss — of identity, of control, of colleagues, of a previous version of yourself, or a future people imagined. These losses are real and so is their impact, especially if unaddressed. I offer a space to explore that, not as a distraction from the work of leadership work, but as the heart of it.

  • Therapy typically focuses on healing by understanding the past to work through mental health issues. Coaching is forward-focused: it's about growth, capability, and navigating what's in front of you. Both might work in the present, with what you’re feeling at that moment.That said, good coaching doesn't pretend the past isn't present.

    I work at the boundary between those two territories with care. If something emerges that would be better addressed in a therapeutic context, I'll say so directly and can offer referrals.

  • Yes. What you share in coaching stays between us. If we enter into a coaching arrangement, this will be covered more in our written coaching agreement. If an organization is sponsoring the engagement, I'm happy to discuss what reporting, if any, they might expect — but the content of our conversations is not shared without your explicit agreement.

  • The best way to find out is for us to have a conversation. I offer an initial free discovery call to explore what you're thinking, what you're looking for, and whether working together makes sense. There's no obligation to continue, and I'll be direct with you if I think something else would serve you better.