Most executive coaches have never run a budget, managed a P&L, or been accountable for business results.
I have.

Before I coached CEOs, I was in the room. As Global Marketing Director at Tiffany & Co., I led global teams, owned a P&L, and operated at the intersection of brand, business strategy, and people performance. I know what it feels like to carry the vision when no one else fully sees it yet. I know what a leadership meeting looks like when the team is misaligned, and what it looks like when it isn’t. That experience is not something I learned in a coaching program. It’s something I lived.

Most companies don’t have a market problem, a talent problem, or a strategy problem. They have a clarity problem. And the clarity problem almost always lives at the top.

I work with CEOs and founders of growing companies because this is where the work is most valuable and most honest. The leaders who come to me aren’t failing. They’re often doing remarkably well. But they’re carrying more than they should, their team isn’t operating at the level the business demands, and somewhere between the company they built and the company they want to build, something got stuck.

I find that thing. Then we fix it.

My approach is diagnostic first. I spend the early weeks observing, listening, and asking questions that tend to make people uncomfortable, not because I enjoy discomfort, but because the real constraint is almost never the one the CEO named when we first spoke.

I’m a certified executive coach at Mindvalley and have worked with leaders inside some of the world’s most demanding organizations. My CEO and founder clients consistently see measurable improvements in earnings, leadership team performance, and their own capacity to lead at the next level.

I work with a small number of clients at any given time. If you think we might be a fit, let’s find out.