I’m a former operating executive and Chief People Officer turned executive coach, advisor, writer, and founder of FORÜ, pronounced “for you.”

For nearly two decades, I worked inside the kinds of problems leaders now bring to me. I led businesses and people functions through growth, organizational change, M&A, integration, turnarounds, culture shifts, and the everyday complexity of trying to get talented people moving in the same direction.

That experience taught me something I still return to: organizations can spend an enormous amount of time, money, and human energy solving the wrong problem.

A team asks for more accountability when authority is unclear. A company hires more people when the process itself is broken. A leader tries to delegate more when the harder question is what their role now requires of them. More effort can help. But applied to the wrong problem, it often just makes the problem more expensive.

That is why I built FORÜ around a simple belief:

Clarity is the infrastructure for change.

Today, FORÜ is a leadership advisory firm. I coach executives and advise organizations, often at moments when the way they have been operating is no longer enough for what comes next.

Executive coaching is frequently where the work begins. It gives leaders a private place to examine consequential decisions, challenge assumptions, notice the patterns shaping how they lead, and experiment with different ways of responding in the work itself. When what becomes visible extends beyond the individual, the work may move into the organization: operating rhythms, decision rights, leadership-team dynamics, culture, performance systems, organizational design, or change.

My operating experience gives me pattern recognition. Coaching gives me the discipline not to mistake that experience for someone else’s answer. I have enough experience to have an opinion, and enough discipline not to confuse my opinion with your answer.

My style is thoughtful, direct, curious, and grounded in the realities of business. I am interested in insight, but only insofar as it changes what becomes possible afterward: a decision gets made, a conversation happens sooner, authority moves closer to the work, a leader stops rescuing, or a team begins addressing the tension it has been working around.

Outside of FORÜ, I write about leadership, identity, development, work, and the questions that change how we see ourselves and the systems around us. I’m also writing Who Do You Think You Are?, a book about identity and the experiences that quietly shape who we become.

And when I’m not doing any of that, I’m usually somewhere with my husband, our two boys, and our five dogs, being reminded that a meaningful life is much bigger than the work we do.