A communications specialist turned leadership advisor, I've made a career out of my interest in the intersection of human nature and business.

My specialty is forcing tough issues constructively to help clients get the best out of themselves and their organizations. I came to the executive assessment and development field by way of a marketing career after a series of “aha” moments in boardrooms led me to conclude that leadership strategy is the most critical, and yet the most overlooked, part of organizational strategy. In the five years since, I’ve applied my training in qualitative and quantitative methods, grounded in the behavioral sciences, to help CEOs and owners put the right people in the right roles and equip them to lead better—and lead better lives.

I'm a consultant with Kaplan DeVries now, a boutique leadership advisory firm led by two pioneers of executive coaching from back in the 80s at the Center for Creative Leadership, Robert Kaplan and David DeVries. In a general sense, we specialize in diagnosing and overcoming leadership challenges, mostly at the senior executive level. We help top management teams with 360 assessment and coaching as part of ongoing leadership development. We're also brought in for acute help at critical moments--individuals or teams in crisis, mergers and acquisitions, turn-arounds, evaluating candidates for top leadership positions, and helping with the transition into C-level positions. What distinguishes us from others who call themselves executive coaches is the deep research basis for our interventions, the transformational nature of the work, and that we're true consultants. Meaning, we don't work with individuals or teams in isolation but rather do our part to influence the conditions, context, and power dynamics in an organization needed to help them succeed.

I'm also an avid runner and often can't help but bring up running analogies in my consulting work.