Much of my work is with leaders who carry real responsibility and are growing into greater scope and consequence.

I operate at the executive level inside a large public healthcare system, where leadership means balancing competing priorities, stewarding public trust, navigating political complexity, and making consequential decisions with incomplete information. I serve as Vice President of Marketing & Communications at a large, publicly accountable organization in Austin, leading a strategy-focused department in an environment defined by constant prioritization, constraint, and real human impact.

What distinguishes this work is that it’s shaped by real executive responsibility inside complex systems, not just coaching theory. It’s grounded in discretion, judgment, and respect for organizational context.

I’ve lived the tension that emerges as responsibility accumulates and urgency becomes chronic. I’ve also seen it across capable, mission-driven leaders for whom competence and commitment are already assumed. Effort alone is no longer sufficient.

Presence-Based Coaching© offered a way to interrupt that cycle by building awareness. My coaching practice has developed alongside my executive leadership work, informed by formal training in Presence-Based Coaching© and a strong grounding in strategy and systems thinking. While we don’t build strategy in our sessions, my systems lens shapes how I listen, how I track patterns, and how I hold complexity.

I hold an Executive MBA from Baylor University, which informs how I understand trade-offs, decision-making, and leadership under constraint.

I work with leaders who want their leadership to remain sustainable, not merely survivable. I value discretion, depth, and leadership that remains kind and humane under pressure.