When should you bring in an executive coach for a senior leader?

The right time isn’t after a crisis—it’s when a leader’s impact needs to scale faster than their habits can. Coaching creates traction when strong performers start to stall under complexity, visibility, or competing priorities.

What makes your executive coaching approach different?

It’s grounded in behavioral science and business reality. Each engagement starts with clear alignment between the sponsor, the leader, and the coach—so progress is measurable, targeted, and tied to real organizational outcomes.

How do you measure coaching impact?

We track visible behavior change over time: sharper decision-making, stronger cross-functional influence, and fewer escalations back to you. Every engagement includes defined success signals and regular sponsor check-ins.

What kinds of leaders benefit most from coaching?

Senior biotech and biopharma leaders who are technically strong but now leading across complex systems—where alignment, communication, and strategic traction matter more than expertise alone.

How does coaching help HR and CPO sponsors?

It frees your capacity. When your senior leaders operate at enterprise level—clear, aligned, and trusted to lead—you’re not the one holding the organization together. Coaching becomes a strategic lever, not a rescue tool.

Executive Coaching for Leaders in High-Stakes Roles

You rely on them to deliver.
I help them —without pulling you back into the middle.

Talk through the situation

Even Senior Executives Get Stuck

Siloed decisions

Priorities compete; cross-functional tradeoffs go unresolved.

WHAT’S HAPPENING

Functional strength ≠ enterprise leadership

What made them successful hasn’t scaled with the role.

WHAT YOU’RE NOTICING

Tough talks get avoided

Friction lingers—and you’re back in the middle again.

WHAT IT’S COSTING

EXECUTIVE COACHING • BIOPHARMA

Not every leadership issue needs executive coaching.
And using the wrong intervention at the wrong level often creates more work—not less.

I work directly with senior executives when business judgment, visibility, and decision-making carry real risk:
when alignment can’t be delegated, and the cost of missteps compounds quickly.

This is where coaching creates leverage—helping leaders operate beyond their function, work through cross-enterprise tradeoffs, and reduce the need for sponsor escalation.

Earlier-stage leaders are supported through other mechanisms.
But at the senior level, the work has to happen with the leader themselves—because how they operate sets the ceiling for everyone else.

Where Intervention Actually Matters

Angela Justice, PhD smiling, wearing a blazer and earrings, with shoulder-length black hair, against a yellow background.

Where Coaching Creates the Most Leverage

Senior leadership capability can’t be built only after misalignment shows up in results.

The question isn’t whether to invest in coaching—it’s where intervention reduces risk versus where it builds capacity.

I work directly with senior leaders where enterprise judgment, visibility, and decision-making carry real risk—and where missteps are hard to unwind.

Earlier-stage leaders benefit from leadership coaching when skill-building and repetition are the primary need, before decisions carry enterprise-level consequence.