I didn’t become a coach by accident—I became a coach because I’ve lived the reality so many HR professionals face. I know what it’s like to be the person others lean on for support, but not always have a place to go yourself. I’ve felt the weight of unspoken expectations, the exhaustion that creeps in when you’re expected to be the fixer, the strategist, the empath—and still somehow stay invisible when decisions are made.

 

I’ve been the one in back-to-back meetings, solving everyone else’s problems, while quietly burning out. I’ve led through layoffs, reorganizations, and crisis moments—and then gone home questioning if I was making any impact at all.

 

For years, I carried the emotional load of the organization, often without acknowledgment. And while I loved my work, I also knew something had to change. I needed to reconnect with my why, my boundaries, and my voice—not just as a leader, but as a human being.

 

That journey led me to coaching. First, to rediscover myself. Then, to help others do the same.