I became a coach after observing people resisting change within organizations- people leaving metaphorical claw marks wherever they went, casting out those who they deemed didn’t belong, stressing out with colleagues, taking out their anger on themselves rather than processing it, shedding tears in the bathroom stall. I also became a coach after being part of a system in which what was below the surface was not actually what was happening above the surface. People repress themselves. I know, firsthand, the link between authenticity and well-being. That’s why I coach people. I want you to be whole, well, integrated, real - and I want the cultures in which you work and lead to create safety for people to be their whole selves.There’s an easier way, more joyful way, richer way to lead.So I support meaningful and deep conversations that move organizations to more people-centered cultures, empower leaders to lead engaged and meaningful organizational change, and support leaders to know themselves and lead from their unique convictions and strengths. And this is hard. So many of us are in doing mode, in habitual thinking and being mode. I bring steadiness and lightness to deeper exploration, perspective shifting, and well-being.I support visionary organizations and leaders on a mission through one-one-one coaching, group coaching, leadership programs, and facilitating deeper conversations during off-sites.

Chief is a private network that drives women forward into positions of power and keeps them there. Core Groups brings women together to shape the vision of how we choose lead in this world, unlock leadership growth, facilitate mindset shifts, and build women's personal board of advisors.

Collective is a DEI (Diversity, Equity, and Inclusion) consultancy and research lab that is shifting how millennial-driven organizations build, engage, and retain diverse teams in today’s workforce. I partner with Collective in co-facilitating DEI trainings and DEI consulting projects.

I was a Program Manager for 3 Leadership Development programs, where I oversaw the learning and development of over 100 program participants. I created and facilitated group onboarding sessions, learning events, group projects, and executive networking panels, and coached participants one-on-one. I also coached participants' managers in developing talent for current and future roles, and managed talent processes, including performance management, talent planning, compensation, learning, and employee relations. I selected and slated roles for participants across the enterprise.

In this role, I led roll out and execution of Leadership Development process (i.e. performance management, leadership development programs, talent management, 360 Degree Assessments, onboarding senior leaders) across to department. I conducted organizational assessments and competency analyses, co-designed and implemented a global promotions process, and supported talent planning discussions on leaders’ performance, retention, and replacement strategies. I created extensive onboarding plans for executives to prepare for their roles and businesses.

I designed, implemented, and analyzed a global organizational culture survey to determine organizational change needs. Then, I presented themes, levers of organizational change, and recommendations to executives. At a global company off-site, I presented survey feedback to employees and facilitated conversations about employee concerns and next steps. I also created and launched a performance management process to align business strategy with performance goals.

I created training materials about managing virtual teams and cross-cultural communications. Additionally, I wrote content for a global leadership assessment, participant guide, and feedback report.

I managed the logistics and fundraising for a 3,000-person annual gala and over a dozen national events, raising $1 million annually from individual and corporate sponsors.