I partner with leaders and organizations at the point where they know something needs to shift: a restructure, a team dynamic, a transition they can see coming. They want to approach it deliberately rather than reactively.
My practice sits at the intersection of change management, leadership development, and organizational diagnostics. I'm PROSCI-certified and ground my change practice in Kotter's work, including his more recent research on change in complexity. I'm a Gallup Certified CliftonStrengths Coach. And I built a diagnostic instrument, the Bay Architecture Assessment, from over 25 years of being inside organizations, not advising from the outside.
What ties it all together is a conviction I keep coming back to: the change an organization needs usually runs deeper than the tool or initiative it came in asking for. My job is to help you see where the real change is, and then build the capacity to do it.
CliftonStrengths team sessions, leadership alignment workshops, and strategic working sessions. Each one is designed around what your team needs, not a generic agenda.
A CliftonStrengths team workshop gives your people a clear picture of what each person brings, where the friction is coming from, and how to build around each other's strengths instead of working around each other's gaps. I bring the Gallup framework. I also bring over 25 years of reading rooms, knowing when a group is ready to go deeper and when to hold steady.
The workshops are practical. Your team leaves with strategies they can use the next morning, not a motivational high that fades by Wednesday. And I train your managers to reinforce it after I leave, because a one-day session that nobody follows up on doesn't change anything.
Half-day or full-day. In person throughout New England, or virtual anywhere.
For individual leaders, it's CliftonStrengths coaching: six sessions over three months, built around your Full 34 assessment and applied directly to your role. We go beyond the assessment report (which most people read once, feel seen for about ten minutes, and then put in a drawer) and turn your strengths into a working practice. How you communicate, how you make decisions, where you over-extend, what happens under pressure. You leave knowing how to lead as yourself, not from someone else's template.
For organizations, it often begins with the Bay Architecture Assessment, a 67-question diagnostic completed by you and your leadership team, designed to surface where your organization's perception and its operational reality diverge. You can start with the assessment and a written report, or go deeper with the Bay Architecture Sprint, which adds stakeholder conversations, synthesis, and a sequenced roadmap: what to address in the next 30, 90, and 365 days.
In practice, the individual and organizational sides are rarely separate. A leader who understands their own wiring makes better decisions about the organization. An organizational diagnostic often reveals that the team needs CliftonStrengths work. I don't force a boundary between the two. It goes where it's needed.
Some organizations don't need me in the work. They need me at the edge of it, a steady outside read on the big moves, there when the terrain shifts, not embedded in the day-to-day. This is the lightest-touch way I work, and often the longest-running: a standing advisory relationship, usually a conversation every month or two, where I hold the strategic picture alongside you.
It suits leaders who already have capable people running the day-to-day and want seasoned counsel, removed from the day-to-day. You can read more about how advisory works, and how it differs from an embedded engagement, on the Change Management page.
Most of my work is paid at the rates above, and that's how this practice sustains itself. But I came to this work through service, and I keep a small amount of room for it.
For a few registered nonprofits and individual leaders each year, I'm open to flexible arrangements: adjusted fees, barter, or in-kind exchange. This isn't a discount program. It's a deliberate choice I make, in conversation, when the mission and the fit are right.
If that might be you, say so when we talk.
Thirty minutes. You tell me what's going on. I'll tell you honestly whether I'm the right person for it, and if so, what makes sense as a starting point.
Let's Talk