Track One — Leadership Coaching
Track One — Leadership Coaching
The job changes as you rise.
More people are looking to you. The decisions matter more. And the way you led before may not be enough anymore.
If you're managing a team through constant change. If you're the one everyone looks to, with no one above you who quite understands the situation. If good instincts alone aren't cutting it anymore — the job may simply have changed faster than your sense of how to do it.
Trusted across public service and industry
I coach leaders inside high-stakes, highly public organizations — and one-on-one with individual leaders at companies like Adobe, Stripe, Kaiser, Napa County, and UnitedHealth Group.
For leaders who have a specific situation to work through — or know something needs to change but aren't yet sure what.
See how we'd work togetherFor leadership teams that keep having the same conversation without resolving it — better decisions, more direct conversations, less repeating what isn't working.
See how we'd work togetherNot looking for coaching?
Start with the Leadership Jumpstart.
The Ultimate Leadership Jumpstart is a standalone, self-paced product — not a coaching engagement. If you're a new or rising leader, you may not need a coach. You may just need someone to explain what actually changed when you became responsible for other people.
Explore the Leadership Jumpstart →How we work
Not a diagnosis pulled from a framework — a clear look at what's driving the friction: a skills gap, a structural issue, or a pattern that's stopped working.
Not a framework to memorize — a clear next move on the actual delegation, boundary, or decision in front of you.
Get clear on what you're actually trying to accomplish, then say what needs to be said.
Sometimes it isn't you — it's unclear roles, competing priorities, or a process nobody's fixed yet.
The goal isn't to feel better after one good conversation. It's to see the situation differently the next time it comes up.
You don't have to know what to do. You do need to be willing to look at what's happening.
This is the same depth of work whether you're leading a team of five or a department of five hundred. I listen for what's underneath the situation, not just what's presented first. I'll tell you what I see, not just what feels good to hear — including when a problem has more to do with the system around you than with you. What you do with that is still your call. Sessions are built to end in an actual decision or next step, not just a good conversation.
Across every organization
Whether you're leading a five-person team or a countywide department, it tends to show up in the same places — the decisions you're not making, the conversations you're avoiding, the way you're leading people who used to be your peers.
Choose a direction and stop relitigating it in your head a week later.
Build the kind of trust where people tell you what's really going on, not just what you want to hear.
Navigate the shift without losing the relationships that got you here.
Lead without burning out yourself or your team.
Clearer decisions.
Fewer conversations you're dreading.
A better read on what's actually going on.
My story
I spent years leading inside public agencies — the kind of environments where budgets are public, decisions get second-guessed, and every misstep becomes everyone's business. I've led teams through reorgs, hiring freezes, and crises nobody saw coming, because that was my job, not a case study.
Today I coach leaders and teams inside organizations like Alameda County Housing and Homelessness Services, CalPERS, the County of Marin, Marin County Office of Education, Nevada County, Quantis, and State Compensation Insurance Fund — plus individual leaders at companies like Adobe, Stripe, Kaiser, Napa County, and UnitedHealth Group.
I'm an ICF Professional Certified Coach (PCC). My approach blends practical leadership tools with a closer look at the assumptions you're making, the patterns you keep repeating, and the parts of a situation you might be misreading — because that's usually where the real problem is.
Whatever you're dealing with as a leader — a team that's stopped trusting you, a role you've outgrown, a system that's working against you, an organization that's contracting and expanding at the same time — I've spent years figuring out what's actually yours to fix and what isn't. I can help you do the same.
Common questions
Both. I coach individual leaders inside companies like Adobe, Stripe, and Kaiser, and I partner directly with public agencies like CalPERS and Marin County on organization-wide leadership development.
You don't need a perfectly defined problem to start. "I'm frustrated," "something isn't working," or "this role doesn't fit like it used to" is enough. Coaching is where we figure out what's actually underneath it.
New managers finding their footing, seasoned leaders navigating change, and teams that need to rebuild trust after a hard season.
It varies. Some leaders come in for a focused engagement around one transition; others build an ongoing coaching relationship over a year or more.
We talk about what's actually happening — not what leadership is supposed to look like. I'll help you sort through the situation, challenge what isn't serving you, and figure out what you want to do next.
No. I may tell you what I'm noticing or ask a question you'd rather avoid, but the goal is for you to leave more capable of making your own decisions — not more dependent on mine.
Yes, within the ethical and legal boundaries of professional coaching. If we're working together, we'll talk about what is and isn't shared with anyone else involved — and we'll agree on that before we begin.
One big difference is where the expertise lives. I'm the expert in coaching. You're the expert on you. I don't diagnose you or tell you who you are. I listen, ask provocative questions, tell you what I see, and sometimes ask the question you'd rather avoid.
You do the discovering. I help you see what you can't see from inside the situation.
Then knowing probably isn't the problem. Instead of another piece of advice you already have, we'll look at what's actually keeping you from acting on it.