I bring more than two decades of executive and enterprise leadership experience, including multiple Chief People Officer roles inside global, scaling organizations at critical points in their trajectory. I’ve worked alongside CEOs and executive teams during periods of hyper-growth, post-merger integration, leadership transition, public-market readiness, and operating model resets—when decisions were complex, time-sensitive, and carried lasting consequences. My background includes leading people and organizational strategy across businesses ranging from pre-revenue startups to multi-billion-dollar global enterprises, supporting rapid scale, international expansion, and high-volume acquisition activity. In these roles, I’ve been accountable for executive team effectiveness, leadership operating rhythm, talent decisions under pressure, and building systems and structures that held up as complexity increased. I’ve also operated with full P&L responsibility earlier in my career, which gives me a commercially grounded perspective on leadership. I understand how strategy, financial constraints, and human decisions intersect in practice—not in theory—and how leadership choices ripple through teams, culture, and results. In addition to my operating roles, I’ve led and sponsored executive coaching initiatives at the enterprise level, partnered directly with senior leaders on decision quality and leadership effectiveness, and served on boards and advisory boards through periods of growth, acquisition, and divestiture. I hold formal graduate training in executive and professional coaching, grounding my work in rigorous coaching practice alongside real-world executive judgment. Clients work with me when they want a coach who has sat in the executive seat, understands the realities of leadership at scale, and can engage as a true thought partner in high-stakes moments—not just offer frameworks or reflection prompts.