Experience Matters When the Stakes Are High
I've spent my career at the intersection of science, strategy, and leadership—helping organizations and leaders navigate decisions that shape what comes next.
I Didn’t Set Out to Be a Coach
I became one because I kept finding myself drawn to the same thing: helping smart, accomplished people see what they couldn’t see on their own.
I started in neuroscience, studying how motivation, reward, and behavior shape action under pressure. I then moved into strategy consulting at McKinsey, where I learned to diagnose problems at scale.
Later, in biopharma, I led across Medical Affairs, learning, and people strategy—roles where science, business, and human behavior constantly intersect.
That path shaped how I see leadership.
I see patterns quickly. I can usually find the consequential thing buried in a lot of context—the assumption shaping a decision, the strength being overused, the perspective that hasn’t been considered, or the way a leader may need to operate differently as their scope grows.
Today, I coach senior executives across biotech and pharma, particularly accomplished technical and functional leaders being asked to lead beyond their own expertise, function, and direct authority.
I understand the leaders. I understand the business. And I know how to help them become more effective as the job gets bigger.
A S F E A T U R E D I N
Published Perspectives on Leadership in Biopharma
I write regularly for BioSpace, exploring the leadership patterns, inflection points, and hidden risks that emerge as scope and stakes increase.
These pieces reflect the same questions leaders bring into coaching—before decisions harden and consequences compound.
A difficult career experience can teach you something useful—or teach you the wrong lesson. This piece explores how one setback can quietly shape the choices that follow, and how to keep a single experience from becoming a verdict on what’s possible.