About
Leadership, With Clarity and Discretion
Background
My work is informed by lived leadership experience and formal coach training. Over 30 years in business, including director and COO roles in asset management and hedge funds across New York, London, and San Francisco, and service in the U.S. Navy as a cryptologist, I’ve led teams, built systems, and made decisions under pressure.
Over the past seven years, I’ve completed more than 3,000 hours of coaching with over 250 leaders across public and private sectors. I’m a Professional Certified Coach (PCC) through the International Coaching Federation and a Certified Ontological Coach (NCC) through the Newfield Network, certified in emotional intelligence (EQ-i 2.0) and group coaching, and trained in Positive Intelligence. My work is informed by current research in neuroscience and emotional intelligence as they relate to leadership development.
I became a coach because leaders have extraordinary reach. Their decisions ripple through direct reports, skip levels, and entire systems. A balanced leader operating at their best makes better decisions at scale. Coaching felt like the most direct way to support that kind of impact, and I’ve found the work deeply fulfilling. This is where everything I’ve done converges, and it feels like what I was meant to do, though it took time to recognize that and commit to it.
How I Work
The work happens in a steady, confidential, non-judgmental space. I’ve been inside complex systems, led teams, and made difficult decisions under pressure. I understand the weight leaders carry, and I’m fully for the person in the room.
My role is to walk alongside you, help you see clearly, and support the kind of change that lasts because it’s grounded in who you already are. I don’t have all the answers, but I’m curious, present, and available. The work is shaped by what you bring and what becomes possible when we create space to see it.
Less Can Be More
The leadership qualities people seek, strategic thinking, emotional regulation, presence, confidence, can’t be learned from a book or a video. They have to be embodied. And because everyone learns differently, coaching has to be bespoke and held in trust.
Much of what leaders need is already there. The work isn’t about piling on more techniques. It’s about clearing what’s in the way: noise, reactivity, blind spots, patterns that once helped but no longer serve. When we remove what obscures, clarity emerges. From there, we can work with what’s most relevant.
Each session meets you where you are. Sometimes that means staying focused on goals already set. Other times it means unpacking a work situation, exploring a model or framework, or simply having space to think out loud without needing to perform or arrive at answers too quickly.
Leaders sometimes ask for direct perspective based on my experience. When that happens, I’m explicit about stepping out of coaching and into advisory. The distinction matters, and we name it clearly.