Ph.D. in Clinical Psychology
Alliant International University, California School of Professional Psychology, San Diego.   Focus: Trauma Psychology

B.A in  Psychology
George Mason University, Fairfax, VA

Most executive coaches are trained in coaching. I was trained in the science of how people actually think, feel, and behave under pressure and then spent years applying it in some of the most psychologically demanding environments that exist. This clinical foundation means I don't just help you set better goals. I help you understand why the goals you already set keep collapsing under the weight of your own internal patterns and give you real tools to change that, tools that transfer into every relationship and every room you walk into.

Cognitive Behavioral Therapy (CBT)

trained me to identify the specific thinking patterns that distort decision-making — catastrophizing, all-or-nothing reasoning, perfectionism loops, and the internal narratives that activate under threat. In advisory work, this becomes leadership narrative auditing: helping you see the assumptions running your decisions before they run you.

Dialectical Behavior Therapy (DBT)

gave me a framework for emotional regulation that goes far beyond "take a deep breath." It's the science of tolerating distress without acting on it, managing intense emotions without suppressing them, and communicating directly under pressure. For executives, this translates into staying sharp and composed in board conflicts, investor conversations, and high-stakes negotiations.

Cognitive Processing Therapy (CPT) 

sharpened my ability to identify stuck points — the rigid beliefs and interpretations that keep intelligent people repeating the same patterns despite knowing better. In leadership, stuck points often show up as identity-level rules: "If I delegate, it means I'm not good enough." "If I show uncertainty, I lose authority." These beliefs quietly drive behavior and erode performance.

Cognitive Behavioral Conjoint Therapy (CBCT)

trained me in how relational patterns between two people reinforce individual cognitive distortions and how to interrupt that cycle. In leadership, this is directly applicable to co-founder relationships, executive partnerships, and any high-stakes professional dynamic where two people's assumptions about each other quietly calcify into conflict. When a CEO and COO stop communicating honestly, it's rarely about strategy. It's about the stories they're telling themselves about each other's intentions and CBCT gave me the precision to see and dismantle that in real time.

Interpersonal Therapy (IPT)

focuses on how role transitions, interpersonal disputes, and shifting relational expectations create psychological strain. For founders and executives, role transitions are constant — first-time CEO, scaling from operator to enterprise leader, navigating a board for the first time, adjusting to life after an exit. IPT trained me to recognize when someone's distress isn't about the work itself but about the identity disruption underneath it: the loss of a role that used to define them, the grief of outgrowing a partnership, or the isolation that comes with authority. These are the conversations most coaches don't know how to hold.

Gottman Method Couples Therapy

these relationship principles gave me a research-backed understanding of how trust erodes, how communication breaks down under stress, and how repair actually works. In the advisory context, this applies directly to co-founder dynamics, team psychological safety, and the relational patterns that determine whether a leader builds loyalty or quietly drives people away.