Corporate Coaching

They deliver. They adapt. They don't complain. That's exactly why they're the last people a company worries about...until the day they burn out or leave.

The pattern is consistent across industries and company sizes. And it's almost always preventable.

01. Leaders are solving problems their teams should own. When something breaks, they step in and fix it instead of asking where the breakdown started

02. Teams are not making decisions. The manager is the bottleneck, and everyone below them knows it.

03. There is no shared framework for accountability. Who owns what is unclear at every level, and recurring problems consume most of a leader's day.

04. Leaders have little visibility into their own development gaps. They know what good looks like for their teams but have never turned that question on themselves.

05. Some leaders feel their potential goes unrecognized but have never directly asked for support. So nothing changes.

I'm selective about the engagements I take on. A short call is the fastest way to find out if this is a good fit for your organization.

Before coaching anyone, I held senior operations and strategy roles across the U.S. and Europe, including at Amazon, where I managed large-scale distributed teams and programs across four countries.

I understand the pressure your leaders are under because I have been under it. I also went through burnout three times in my corporate career. I know what it looks like from the inside, what it costs the person and the organization, and what actually helps.

That combination — operational experience at scale plus coaching training — means I can sit with a senior manager and understand their environment without needing it explained.

15+ years · Amazon · Fortune 500 · Teams of 200+ across multiple countries

Certified Coach · Certified Project Manager · Six Sigma Green Belt

BSc Industrial & Systems Engineering, Magna Cum Laude — University of Florida

English · Spanish · Portuguese

Based in Lisbon · Clients in the U.S., Europe, and Latin America

A senior director brought me in after identifying that the leadership team, while operationally capable, lacked a shared framework for communication, accountability, and customer ownership. There was no internal resource for leaders to develop in those areas.

The engagement was designed in two phases, each two months long, with a pause aligned to the company's peak selling season. Leadership development happened in parallel with business execution, not against it.

Coaching covers the National Director, four Regional Managers, ten District Managers, and two additional leaders. All 1:1 sessions are confidential. Group sessions with the Regional Managers run monthly.

• Leaders began asking where a problem actually starts — specifically whether it originated with their own instructions, not their team's behavior.
• At least one leader shifted how she assigns work. She now asks her team for a solution before offering her own.
• Leaders identified patterns they were not previously conscious of: the micromanagement loop, the dependency cycle, the habit of avoiding asking for support.
• One leader ended a session questioning himself on the way he does things. That was the goal for that session.
• Leaders became more deliberate about where their own strengths show up and where those same strengths get in the way.

When leaders stop being the default answer to every problem, their teams start making decisions. That frees the manager to do actual leadership work.

A senior manager costs 1.5 to 2x their annual salary to replace. Coaching addresses the root cause before the resignation letter arrives.

Leaders who communicate clearly and own their decisions show up differently with customers. That consistency builds over time, not in a one-day session.

In organizations where traditional incentives are limited, coaching signals something a bonus cannot: that the company believes in this person.

Aggregated theme reporting gives the senior sponsor insight into what is actually happening across the leadership team...patterns that never show up in a performance review.

The goal is to give leaders a new way of thinking that they carry into every conversation after this engagement ends. Not to keep them coming back.