​​​​For years, I pursued roles where I could demonstrate competence and achieve measurable results. I was good at that work, but I also spent considerable energy managing perceptions and chasing a sense of arrival that never quite came.​

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What energized me most wasn't just hitting targets, but the conversations that helped people slow down and think clearly. The kind where one question could shift how someone saw a problem and open up a truer, more effective path forward.

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It took me time to realize that my empathy and need for meaning weren't obstacles to good leadership. They were what made me effective. Today, coaching allows me to orient my work around those strengths by asking insightful questions, holding space for complexity, and supporting people as they trust themselves to make the hard, bold decisions that lead to more fulfilling lives.​