Most newer managers spend their first years quietly hoping nobody notices they're trying to figure it out as they go. I went through this period myself, my goal is to make sure you don’t have to.

Bring me whatever you're stuck on, for early managers it’s usually one of a few things. A first difficult conversation with someone who reports to you. Someone isn't delivering effectively and need coaching. Or work landing on you or your team that you need to either push back on or take on as a team. You'll leave my coaching knowing what to do about it that week and a process and approach that travels for future versions of similar problems.

When you first bring me the problem, I'll ask a lot of questions, it's in my core but it helps me really understand the situation you're going through. Then, I help you see it clearly, including whether the problem is you, your manager, a broken process or the org itself. That distinction saves you months of guessing. We build the actual plan together, and I stay reachable between sessions so you're not stuck waiting when something comes up.

I’ve spent 16 years running operations and Trust and Safety teams, scaling one from 8 people to 150 and another from 150 to 450. I hired, promoted and coached managers along the way.
So when I tell you what I'd do, it's because I've done it and have seen what was successful myself.

If you're stepping into management, scaling a team that's outgrowing its process or interviewing for an operations or program role, you're directly in my wheelhouse, let's chat.