FOR CHROS AND HEADS OF TALENT
Executive coaching for organizations navigating transformation.
The people you bring in don't just support your leaders—they reflect your judgment.
Confidential executive coaching for CEOs, executive teams, successors, and senior leaders navigating growth, transition, and organizational change. Trusted by CHROs and Talent Leaders to strengthen leadership capacity when leadership matters most.
Confidential executive coaching for organizations and executive teams
PEER TO PEER
You already understand the value of executive coaching. The more important question is who you trust to work with your most senior leaders.
Some leadership moments cannot be delegated to a standard development solution—a CEO transition, a critical succession, a newly expanded executive mandate, or a leadership team navigating significant organizational change. The stakes extend beyond individual performance to enterprise confidence, leadership continuity, and organizational capability.
In those moments, an external coach becomes more than a practitioner. They become an extension of your judgment. Their presence, discretion, and ability to navigate complexity reflect not only on the leaders they support, but on the standards you uphold.
You know your organization. You understand your leaders. You're not looking for another coaching provider. You're looking for someone who can earn credibility quickly, operate with quiet confidence, and meet senior leaders where they are—without becoming part of the story.
WHEN CHROS BRING ME IN
The situations that ask for more than a coaching program.
Organizations engage executive coaching for many reasons, including:
01
CEO and Executive Transitions. Supporting leaders as they step into larger roles, expanded mandates, or increased board visibility.
02
Succession Readiness. Preparing identified successors to assume enterprise responsibilities with the judgment, presence, and leadership expected of the role.
03
Leadership Team Effectiveness. Strengthening alignment, decision quality, trust, and collective leadership across senior teams.
04
Organizational Transformation. Supporting leaders responsible for organizational change, restructuring, growth, AI adoption, or other significant business shifts.
05
High-Potential Executive Development. Helping experienced leaders grow into broader enterprise leadership responsibilities.
THE PARTNERSHIP
How I work with organizational sponsors.
Coaching for organizations is always a partnership:
Discretion as the default
Throughout the engagement, you receive the visibility needed to steward the investment responsibly while preserving the confidentiality that makes executive coaching effective.
Aligned to your mandate
My work is tailored to the individual leader while remaining aligned with the broader organizational context.
Outcomes-focused
Every engagement begins with a conversation about the leader, the organizational context, and the outcomes you want the investment to support.
Guidance where needed
Together, we establish coaching objectives, stakeholder expectations, confidentiality boundaries, and an appropriate cadence for sponsor conversations.
ON CONFIDENTIALITY
Confidentiality with organizational accountability
Executive coaching in organizations depends on mutual trust. Leaders need a confidential space to examine difficult decisions, challenge assumptions, and think openly. Organizations need confidence that the engagement supports leadership priorities and represents a sound investment. Those responsibilities coexist.
At the beginning of every engagement, we agree on coaching objectives, sponsor involvement, communication expectations, and confidentiality boundaries. Progress is discussed through agreed sponsor conversations. The content of coaching remains confidential unless the leader chooses to share it. This approach protects the integrity of the coaching relationship while providing appropriate organizational stewardship.
TYPICAL ENGAGEMENT CONTEXTS
Where organizations typically invest in executive coaching.
Organizations rarely invest in executive coaching because someone needs to become a better coachable leader. Coaching for organizations is a strategic capacity investment because leadership is being asked to deliver more. The situations of coaching for organizations vary, but they often include:
Leadership transitions
Supporting CEOs and executives stepping into larger roles, expanded mandates, or increased board visibility.
Succession and leadership readiness
Preparing identified successors for enterprise responsibilities before the transition occurs.
Leadership team effectiveness
Strengthening alignment, decision-making, trust, and collective leadership across senior teams.
Organizational transformation
Supporting leaders responsible for restructuring, AI adoption, growth, integration, or other significant organizational change.
Executive leadership development
Developing the judgment, influence, communication, and strategic perspective required for broader enterprise leadership.
FOR CHROs
A confidential place for People and Talent leaders to think.
CHROs spend much of their time advising others: CEOs, executive teams, boards, and senior leaders. Occasionally, they need the same opportunity.
Whether you're working through a leadership decision, navigating organizational dynamics, preparing for a board conversation, or thinking through your own professional growth, our conversations are held to the same standards of confidentiality, independence, and professional rigor.
“She had an immeasurable impact on our membership — leading her groups and unlocking the potential of the executives in them.“
HEAD OF GUIDE SUCCESS · CHIEF
A FEW ORGANIZATIONS WHOSE LEADERS I’VE WORKED WITH
Chanel Aesop Shiseido Unilever Colgate-Palmolive Roche Google Meta Apple Dell IBM Salesforce Accenture American Express Visa Capital One bp Chevron
Coaching for organizations are confidential.
ABOUT
Experience that spans leadership, science, and coaching.
I work with Fortune 500 organizations, founders, executive teams, and boards on leadership, organizational effectiveness, and executive development.
My background combines executive leadership, organizational strategy, scientific research, and the highest credential in the coaching profession—Master Certified Coach (ICF MCC).
As a former Chair of the ICF Thought Leadership Institute, I am also helping shape the future of coaching through research, innovation, and the maintenance of the highest professional coaching standards.
Organizations engage me when they want an experienced external partner who understands both executive leadership and the organizational systems in which leaders operate.
ICF MCC | PhD · Materials Science | Chair · ICF TLI | 20 yrs · Fortune 500
FOR ORGANIZATIONAL DECISION-MAKERS
Questions you may
already be weighing.
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Confidentiality is set clearly at the beginning, in writing, and with the leader present.
The substance of the work stays between the leader and me. As sponsor, you receive what you need to steward the engagement responsibly: confirmation that the work is underway, alignment on goals, progress against them, and, when readiness is the question, a clear view of how that readiness is developing.
What you do not receive is private content from the leader’s work. When a three-way conversation would serve the engagement, we hold it directly, with the leader in the room.
This is what makes confidential executive coaching possible at a senior level: enough visibility for the sponsor to trust the work, enough privacy for the leader to do it.
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You bring the situation: the leader, the context, the stakes, and what you believe may be needed. We will discuss it, and I will give you an honest read on whether this is the right intervention, or whether another path would serve better — a different format, a different practitioner, a different timing, or a more systemic form of work.
This is especially important in sponsored executive coaching, where the fit has to be right for the leader, the sponsor, and the enterprise.
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We define what progress should look like at the outset and return to it throughout the engagement.
If the work is not serving the outcome we agreed to pursue, we name that early. Sometimes that means recalibrating the focus. Sometimes it means changing the structure. Occasionally, it means ending the engagement cleanly.
For CHROs and Talent Leaders, the concern is rarely whether an executive coaching engagement is active. The question is whether it is helping the leader move in ways that matter to the role, the team, the board, or the business.
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Progress is read through observable change.
For a senior leader, the most meaningful signals usually appear in the work itself: stronger judgment, better decision quality, steadier presence, clearer communication, improved trust, or a different way of showing up with the CEO, board, or executive team.
We agree on those indicators and effectiveness metrics at the beginning. You have a clear read on whether the work is moving, while the depth of the conversation remains where it belongs.
This is particularly important in CEO succession coaching, board-visible executive coaching, and work with Fortune 500 executives, where readiness is judged through presence, judgment, and trust as much as performance.
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It usually begins with a focused conversation with you to understand the situation, followed by a conversation with the leader to confirm fit on both sides.
From there, we align on the purpose of the work, the confidentiality boundaries, the stakeholders’ input, the outcomes that matter, and the cadence for sponsor check-ins. Most engagements run six to twelve months. Some are shorter and more intensive.
The shape follows the situation. A successor preparing for a larger role, a CEO needing confidential counsel, a senior leader under new scrutiny, and an executive team navigating transformation do not need the same structure. The work is designed accordingly.
BEGIN HERE
Start the conversation.
Every engagement begins with understanding the organizational context, the leadership situation, and what success would look like. If executive coaching is the right approach, we'll discuss how to structure the engagement. If another approach would better serve the organization, I'll say so.