Coaching Services
Want to know more about the types of coaching offered by IntentionAlly?
Career Advancement
Career advancement coaching is not career coaching in the traditional sense — and that distinction matters.
Traditional career coaching often focuses on the mechanics of a job search: updating a resume, practicing interview answers, identifying job boards. It tends to serve people who are early in their careers or stepping into the workforce for the first time. That work has its place — but it is not what happens here.
Career advancement coaching is for accomplished professionals who are already successful by any conventional measure. They have track records, expertise, and often significant seniority. What they bring to coaching is not a lack of direction, but a moment of complexity.
"What got you here isn't enough to get you where you want to go — and you know it."
That moment might look different depending on where you are. It might mean:
A ceiling you can't seem to break through, despite a strong track record
A senior-level transition that requires more than strategy — it requires identity work
A role that no longer fits the person you've become
Stepping into people leadership and discovering that who you were as an individual contributor isn't who you need to be now
Navigating a job search at a level where openings are rare, processes are slow, and resilience is as important as preparation
What these engagements share is depth. Sessions are not about tactics alone — they are about the whole person navigating a professional inflection point. Coaching creates space to examine assumptions, surface patterns, clarify values, and build the kind of self-knowledge that makes not just the next career move, but every move after it, more intentional.
Executive Leadership
Executive leadership coaching serves leaders who are already leading. They hold senior titles, manage teams or organizations, and operate at a level where decisions carry real consequence. What brings them to coaching is rarely a question of competence. It's a question of impact.
"The skills that made you an exceptional individual contributor — or even a strong manager — are not always the same ones that make you an exceptional executive."
That gap is the territory. It might look like:
A high-performing leader whose communication style creates friction at the team or peer level — without them fully understanding why
A senior professional weighing a high-stakes decision at the C-suite level, navigating board dynamics, compensation complexity, and identity questions simultaneously
A leader stepping into broader scope who is learning to lead through others rather than through expertise, and discovering how much of that work is internal
An executive whose technical credibility is unquestioned, but whose self-awareness, approachability, or emotional presence hasn't kept pace with their level
The work goes beneath strategy and into identity — how you listen, how you manage your own reactions under pressure, how you show up in a room when the stakes are high and the data is incomplete. Clients examine long-held patterns, surface assumptions they didn't know they were making, and build the kind of self-knowledge that lets them lead with intention rather than habit.
Engagements at this level are sustained and relational. The coaching relationship itself becomes a space for reflection that rarely exists anywhere else in an executive's professional life — a place to think out loud without political consequence, and to be seen clearly by someone who is not part of the system.
Where helpful, coaching can be anchored by structured assessment tools — including 360 stakeholder reviews and the Leadership Circle Profile, in which I am a certified practitioner — to bring external perspective and measurable benchmarks to the development work.