I Help You See What You Already Know

I've never sat in the C-suite or held a board seat. I didn't go to business school. But I've spent twenty years watching the people who did—studying what worked, what didn't, and why.

What I Actually Did

I started as a writer at a national magazine in New York. That job taught me to ask uncomfortable questions and spot the story people weren't telling. When I moved into corporate work, I kept that instinct. I watched. I listened. I took notes.

Over two decades, I saw which leaders lasted and which burned out. I noticed who got invited into the room and who kept getting passed over. It wasn't always about talent or experience—it was about how they talked about what they'd done. Whether they could connect their past to someone else's future.

I started keeping track. Who actually got board seats? What did their stories sound like? How did they frame twenty years in operations as strategic value? I wasn't writing a dissertation—I was trying to figure out a pattern that most people couldn't see because they were too close to it.

Here's What I Actually Do

You've probably spent decades building something—a department, a division, a company. You know how to run things. But when you try to explain why that matters to a board or an investor, it sounds... flat. Like a job description instead of a value proposition.

That's the gap I work on. Not because you don't know your stuff—you do. But because translating operational expertise into governance language is its own skill. And most people have never had to do it before.

I have worked with enough executives to know what actually lands with boards, founders, and investors. I've interviewed board directors about what they look for. I've sat with private equity partners who explained why they passed on one advisor and hired another. I've studied the people who made the jump successfully and the ones who struggled.

The work isn't about inventing a new version of you. It's about finding the through-line in what you've already built and saying it in a way that makes sense to people who've never sat in your seat.

I've worked with 25+ people so far. Some wanted board seats. Some wanted advisory roles. A few just wanted to figure out what came next. They all left with more clarity than they came in with.