My path into coaching wasn't a straight line.

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I spent the first part of my career in HR research and consulting, working with executive teams on employee engagement data and sitting in the uncomfortable meetings where the numbers revealed that something wasn't working at the top. What I kept seeing, over and over, was that the quality of leadership had more impact on how people felt at work than almost anything else.

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That connection eventually led me to coaching. At The Roundtable, running year-long programs with cohorts of senior leaders, a pattern became undeniable. The leaders who needed the most support weren't the ones anyone would have flagged as struggling. They were the high performers, capable and reliable, working harder than everyone around them, who had quietly hit a ceiling they didn't fully understand. The skills that got them to Director or VP level, saying yes, doing it themselves, keeping their heads down and delivering, were the exact same skills holding them back from what came next. Nobody had told them the rules had changed.

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I understood that ceiling personally.

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Early in my career, a few colleagues were nominated for a high potential program. I wasn't. I was confused and honestly hurt. I knew I was working hard and delivering. In fact, in almost every performance review I'd ever had, the feedback was the same: I needed to be more visible to the people above me. I didn't fully understand what that meant or how to do it.

 

What I eventually realized was that I was keeping my head down, hoping the work would speak for itself. I wasn't sharing my opinions. I wasn't making my contributions visible. I was waiting to be noticed instead of showing up in a way that made me noticeable. When I started to change that, when I pushed myself to speak up, share a point of view, and let people see not just what I was doing but how I was thinking, things shifted. I wasn't suddenly on a fast track to the C-suite, and honestly that was never the goal. But I was seen differently. I was brought into conversations I hadn't been part of before. I started to feel like a leader, not just someone who was working really hard.

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That experience is personal, but it's not unique. I hear versions of it constantly from the leaders I work with. The work is there. The capability is there. What's missing is the shift from doing well to being seen clearly.

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And, that's what this practice is built on.

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Before launching Causeway Coaching, I spent over a decade at McLean & Company across research, consulting, product development, and program design. I led small teams and larger teams and towards the end I built and ran their coaching practice. I then spent three and a half years at The Roundtable as a Senior Coach, working with leaders from Manager to SVP across financial services, retail, CPG, and government.

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I've seen leadership challenges from nearly every angle. That breadth shapes how I think about leadership and has a huge impact on how I coach. 

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My Approach

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My style is calm, direct, and grounded. I create space for leaders to slow down, think clearly, and get to the heart of what's actually driving a situation. I listen for patterns, surface what may be going unsaid, and help people get practical about next steps that feel both honest and doable.

I work best with leaders who are thoughtful and self-aware, and ready to do something different — not necessarily leaders who are in crisis, but leaders who sense there's a better way to operate and are ready to find it.

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Credentials:

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• Professional Certified Coach (PCC), ICF

• Certified Human Resources Leader (CHRL), HRPA

• LEA 360™ Certified Practitioner

• Everything DiSC®

• Individual Directions Inventory™ (IDI™)

• Personal Directions®

• Strong Interest Inventory

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