Helping leaders meet the moment with clarity, wisdom, and presence.

Early in my career, I found the field of organizational development by following my own curiosity. Many of my first clients were consulting firms, and I became fascinated by the work they were doing with leaders, helping them clarify where they were going, align people around a shared purpose, and build the capacity to get there.

Something about that work felt immediately meaningful. It combined strategy, human behavior, learning, and change, all the things I found most interesting. I did not know exactly what my path would look like, but I knew I wanted to build my work at the intersection of people, purpose, and organizational growth. I felt, in that moment, how a calling shows up in our lives.

With the guidance of an early advisor, I mapped a path into the field: gain consulting experience, work on the client side, and earn my master's degree. I left a stable job and began working, without pay, at a small boutique OD firm, learning alongside two extraordinary mentors. It was a leap: financially uncomfortable, but professionally clarifying. I was stretched, energized, and more alive in my work than I had ever been.

From there I joined Fidelity Investments as an internal consultant, and met my husband, Peter. I earned my master's in Education, specializing in Organizational Development, then became a senior consultant at The Forum Corporation, where the work took me to Coca-Cola, Vanguard, DuPont, and Westin Hotels. Later, I was invited to lead a Learning & Development division as part of a turnaround at Hanover Insurance, my chance to build and lead my own team at scale.

Sitting on the side of the decision-maker, hiring external consultants and coaches, that one truth kept surfacing.

It drew me toward the deeper work of executive coaching and team development, and eventually led me to launch Thrive Coaching & Consulting Group.

That was fifteen years ago. Since then, I have partnered with leaders across some of the most demanding environments in business: technology companies, healthcare, financial services, retail, and the world's top management and economic consultancies. I have served as an executive coach with Harvard Business School and worked around the world partnering with leaders and designing transformative leadership experiences for organizations at every stage of growth.

I loved what I was building. I was growing a practice, raising three children, and showing up as a partner, daughter, and friend. Like so many high-capacity people, I believed that caring deeply meant doing more, that if the work mattered enough, I could simply keep going.

Over time, the strain became too significant to ignore, and I was diagnosed with Graves' disease. Eventually my system reached its limit, and recovery required more than rest. It required a fundamental reorientation in how I lived, worked, led, and cared for myself.

Through intentional lifestyle changes, I recovered. And in that recovery, I learned something I could not unknow: the body is not something to override on the way to a meaningful life. It is a source of intelligence, truth, and guidance. It tells us when we are out of alignment, when we are beyond capacity, and when something needs to change.

As I began listening to those signals, I found more clarity, more creativity, and a more genuine presence with the people I love and the leaders I serve. I did not just become a better coach. I became more alive as a human being.

That experience confirmed what I had witnessed in leaders for years: we do not lead at our best by overriding ourselves. We lead at our best when we learn to attune to our energy, our wisdom, our purpose, and our humanity.

My deepest purpose, the thread that runs through everything I do, is helping leaders, teams, and organizations reimagine what is possible, and meet this moment with greater clarity, capacity, humanity, and impact.