About
Twenty years in Silicon Valley. Now contributing practitioner insight to academic research.
The Practice
I work with senior leaders at the point where complexity exceeds the frameworks that got them here.
What I notice in these conversations: the challenge is usually not skill or effort. It is a misread of where influence and constraint actually sit inside the system.
The work is developmental. Clarifying whether the issue is intrapersonal, relational, or systemic, then focusing effort where it will move.
Engagements are three to six months, employer-sponsored, by referral or fit.
The Research
I conduct primary research on leadership questions that organizations face but do not measure well.
Current work: the AI Workforce Adaptation 2026 Benchmark (n=102, Silicon Valley practitioner community) and an IPA study examining how C-suite executives experience coaching engagements.
The research and the practice inform each other. What I observe in coaching rooms shapes the questions I ask in research. What the data reveals shapes what I look for with clients.
Background
Two decades leading change management, leadership development, and organizational effectiveness at Apple, Gap Inc., and across the Silicon Valley technology ecosystem.
That background includes proximity to how succession decisions get made, how influence operates above and below the org chart, and where organizations invest in change while underinvesting in the human experience of it.
PCC (ICF), IAC-CC, SPHR. MSc in Personal and Management Coaching, University College Cork (in progress).
Work with me
Engagements begin with a conversation to assess fit.