Credentials
Five credentials across coaching methodology, talent development, and leadership. Click any badge to verify.
Coaching for senior leaders. Speaking on training design, workforce development, and governance.
Board Certified Coach (BCC), Associate Certified Coach (ACC) through the International Coaching Federation, and Certified Executive Coach (CEC).
The same work that built a training organization in a regulated utility translates directly to coaching: diagnosing system conditions, developing judgment in others, making complex work governable. I coach leaders who are trying to figure out what they are building, how to lead through ambiguity, and how to increase their effectiveness without increasing their noise.
The coaching draws from a decade of developing people at scale. Building the systems that qualify operators, designing governance structures that hold performance to a standard, figuring out where an organization is consistently producing the wrong results and why. Coaching asks the same diagnostic questions on a smaller canvas: where is the gap, what is producing it, and what specifically needs to change.
I’m not interested in the decision in front of you. I’m interested in the system that produced it and whether that system will hold under pressure.
Moving into a larger role or a new scope. The job changed; the mental model hasn't yet. Coaching helps close that gap faster than experience alone.
Regulated industries, safety-critical operations, organizations where errors have consequences. The coaching stays grounded in operational reality, not generic leadership frameworks.
The skills transfer. The context doesn't always translate automatically. Coaching for leaders who know how to lead but need to learn how to lead here.
Conference presentations and panels on training design, workforce development, and governance in high-stakes environments.
How to build and maintain competency for events that rarely occur but carry high consequences. Methodology, measurement, and the gap between compliance training and actual readiness. Based on work in nuclear and regulated electric utility environments.
The financial and strategic case for treating workforce development as capital expense. For L&D leaders who need to make the business case, and for executives who need to understand what they’re buying when they fund training.
How to design mechanisms that capture real frontline risk, translate it into decisions executives can act on, and close the loop with the workforce. Based on the Switching and Tagging Executive Steering Committee and Error Reduction Committee at Eversource Energy.
How regulated utilities design and maintain qualification programs for system operators. Covers curriculum design, assessment methodology, and the shift from hours-completed training to demonstrated readiness. Based on programs built across Connecticut, Massachusetts, and New Hampshire.
Five credentials across coaching methodology, talent development, and leadership. Click any badge to verify.
