Workplace & OD Coaching

Your managers and directors are doing some of the hardest work in your organization. They're managing up, managing down, and absorbing the pressure from both directions. Most of them are doing it with less development support than the role actually requires.

That's not a personal failing on their part. It's a structural one. And it's expensive.

Organizations are always changing. New technology gets implemented, teams get restructured, and employee engagement becomes a moving target that leadership is expected to hit without much guidance on how. Every one of these shifts lands on the same people: your managers and directors, who are expected to lead their teams through it while their own growth gets put on hold.

When managers don't get what they need to grow, you see it in team cohesion, retention, and the slow erosion of the trust that makes good work possible. New managers feel it first; they're stepping into people leadership with the least runway to figure it out. But the gap doesn't stay contained. It runs the whole length of your organization.

I work with companies in all kinds of industries, including non-profits and startups, to build up their leadership bench at every level and rebuild collaboration after disruption. I know this work from the inside: I spent over a decade as a UX leader navigating exactly the dynamics I now help organizations address.