Two ways in. The same first step.
I work with individuals, senior leaders who are exceptional at the work and ready to be seen for it, and with organizations building the container their strongest leaders choose. The work underneath is the same; the way in is what changes.
Either way, it begins with a conversation, not a pitch.
People tend to find me from one of three places.
You need to be seen.
The work is excellent, and the recognition, the next role, the bigger mandate have been going to someone else. The work is done. What's left is making it legible to the people deciding what you run next.
You need to know what’s next.
You've reached the edge of the role, or the thing you were climbing toward stopped looking like something you want. You've earned the right to a better question: where are you trying to go, and is this still it?
You need to reclaim something.
Somewhere along the way you set things down to carry the role: your certainty, your nerve, a version of yourself you used to recognize. Before you decide what's next, you pick those back up. They're still yours.
Most people are standing in more than one of these at once. Wherever you are, that’s where we start.
Working together, one to one
It starts with a thirty-minute conversation. I want to hear what's actually going on; you want to know whether I'm the right person for it. If I'm not, I'll tell you, and I'll point you toward someone who is.
If we go forward, we start with your story. The framework earns its way in after I've heard it. I'll tell you what I see, then propose what I think the work actually is: how much of it, over what stretch, scoped to you, at the size the work actually is. Then we ground it with an assessment, so we're working from more than my read and your memory.
A typical engagement runs about ten sessions over three to six months, almost always virtual. When something comes up that can't wait for the next session, you can reach me between them. And what we say to each other stays between us; we establish that out loud on the first call.
The relationship outlasts the engagement.
Most of the people I've worked with are still in my network, and I'm still in theirs.
Where the work deepens: The Narrative Shift
For some leaders, the next chapter carries a layer the org chart never names. The Narrative Shift is where that work deepens: a program for Black women executives examining the story they carry about their leadership, and the story they choose to author next.
That's a chapter worth authoring with someone who doesn't need the politics explained.
Working with teams and organizations
The same pattern plays out across your bench. Your strongest leaders are often seen for the wrong things: kept where they're reliable, carrying more than anyone has named. The ones who can't see a path tend to leave. Their next chapter gets authored either way.
I work with leadership teams and high-potential cohorts through group programs, facilitation, and sessions built around the specific leaders you're developing. The core of the work stays the same: helping capable people remove what's standing between them and what they're able to contribute, so your organization becomes the container they choose, and your bench starts to reflect the organization you actually are.
Leaders at SAP, Novartis, Comcast, Aflac, Quaker Houghton, KPMG, and Spark Therapeutics have brought me in for exactly this.
Whether it's for you or for your team, it begins the same way: a conversation. Tell me what's going on, and I'll tell you whether I'm the right person for it.