I help engineers build the leadership and interpersonal skills that technical training never covered.

I took the long way here. My career started in defense — complex programs, high stakes, no margin for error. When I transitioned to manufacturing, I didn't land in another management role. I stepped back to the frontline, learned a new industry from the ground up, and rebuilt from engineer to supervisor to department manager to director.

That journey taught me something: the hardest part of leading isn't the technical work. It's the human side — giving feedback, reading the room, building relationships, influencing without authority. Nobody teaches you that in engineering school.

Now I coach engineers and technical leaders through those same transitions. My approach is evidence-based, practically applied, and built for how engineers actually think.