Strong leadership is embedded in me.

I spent nearly a decade in venture capital in Boston — including my time at General Catalyst Partners — where I had a front-row seat to how the most exceptional leaders actually operate. Then, as Chief of Staff at Posit, I scaled a portfolio company from 70 to 350 people. That's where I stopped watching leadership from the outside and started carrying it myself.

Growing up in the Midwest, I was taught to work hard and serve others. Those values never left me. But what I saw at the top — and later felt in my own role — was that even the most talented leaders were holding too much. Carrying the company, the people, the pressure, all of it. The highest performers were quietly becoming the one thing they couldn't afford to be: the bottleneck.

That's the pattern I built my work around.

I pursued certifications in Emotional Intelligence (MHS) because leadership isn't just strategy. It's how you carry decisions, energy, and people under real pressure. I studied communication, delegation, and decision rigor until I could see exactly where a CEO’s leadership was strengthening the company — and where it was silently slowing it down. That work became my methodology: The Executive Edge.

Today, I recalibrate the executive so the business can scale without them being the bottleneck.

There is a way out. I'm the partner to do it.