PRIVATE COACHING AND STRATEGIC SUPPORT FOR SENIOR WOMEN SALES AND REVENUE LEADERS
Too much of your revenue role may still depend on your direct involvement.
You own a meaningful commercial outcome and lead through other people. Yet important decisions, emerging risks, follow-through, and difficult conversations may continue requiring your attention more often than the role should demand.
The 90-Day Strategic Capacity Partnership helps you understand why that is happening, select the two or three areas where change will matter most, and strengthen how decisions, information, ownership, and support are handled while you continue leading the business.
The work also considers responsibilities outside work when they affect the decisions you are making, the support available to you, and what your role can realistically continue to require.
Former Executive Vice President in sales and operations. Counselor. Executive Resilience Coach.The same pressure can come from very different conditions.
A manager may keep returning decisions because authority is unclear, because earlier decisions were reversed, or because they need more experience using judgment at that level.
A forecast concern may reach you late because someone waited for certainty, believed they needed a complete solution, or did not recognize the significance of an early signal.
A delegated initiative may still require your reminders because the handoff described the final result without addressing the planning, coordination, monitoring, and escalation required to produce it.
Each situation can create the same experience: work that should be moving through other people continues finding its way back to you.
The appropriate response depends on what is maintaining the pattern. One situation may require clearer authority. Another may require development, accountability, a reporting change, executive alignment, additional resources, or a conversation that has not yet happened.
Outside work, family, caregiving, household, health, and relationships may require many of the same forms of attention. Those responsibilities do not explain every professional pattern, but they matter when we consider what is workable and what additional responsibility will cost.
These conditions can exist while you and the team continue performing well. Your ability to compensate may be one reason the underlying dependence remains difficult for other people to see.
This work is designed for leaders who are already capable.
By the time you reach senior sales or revenue leadership, you already know how to perform.
You have built relationships, solved problems, led people, responded to setbacks, and remained credible when the business was uncertain. The partnership is built for the next stage of that work.
As your scope expands, effective leadership requires more than increasing your personal capacity for work. You are leading through managers, influencing across functions, making decisions with incomplete information, and carrying commercial accountability while the rest of your life continues developing alongside your career.
This work may be relevant when:
You lead a sales or revenue team and own a meaningful commercial outcome.
You are navigating a promotion, expanded mandate, difficult quarter, aggressive target, team challenge, or increased executive visibility.
Managers continue returning decisions that should sit within their authority.
Important information reaches you after your available options have narrowed.
Work assigned elsewhere still requires your planning, reminders, coordination, or monitoring.
A consequential decision or conversation continues occupying your attention before or after it happens.
Commercial pressure remains active after you have taken the action currently available to you.
Responsibilities outside work are affecting the choices, attention, or recovery available to you.
You want direct, thoughtful support that respects both your ambition and the complexity of the role.
Where dependence on your direct involvement can develop
Every client arrives with a different role, organization, team, and life. We do not attempt to address every area at once. The Strategic Capacity Diagnostic helps us identify the two or three priorities where focused work is most likely to create meaningful movement.
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An agreed decision continues returning for approval, reopens across meetings, or remains active in your mind even when no material information has changed.
The work may involve decision authority, criteria, stakeholder alignment, implementation, management development, or a difficult consequence that still needs to be addressed.
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A material concern reaches you after your options have narrowed, or important context disappears as information moves through the organization.
The cause may involve escalation expectations, solution-first reporting, limited experience, organizational incentives, political risk, or intentional withholding.
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Someone else owns the visible work while you continue carrying planning, reminders, coordination, monitoring, or preparation for what could go wrong.
The next step depends on whether the handoff was incomplete, authority or support is missing, follow-through is unreliable, or your involvement has become part of the normal process.
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A conversation with an employee, peer, executive, customer, partner, or family member begins consuming more attention than the conversation itself.
The work may involve clarifying the objective, completing an underlying decision, assessing professional risk, preparing language, or separating your responsibility from the other person’s response.
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Forecasts, customer issues, missed targets, and executive expectations continue occupying your attention after the useful action available to you is complete.
We examine the business reality, how pressure is affecting your leadership, what responsibility genuinely belongs to you, and what conversation, support, or structural change may be required.
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Family, caregiving, household, health, and personal commitments may draw from the same attention and judgment your leadership role requires.
The work helps make those responsibilities visible, distinguish what genuinely requires you from what might be carried differently, and support professional decisions within the life you actually have.
The 90-Day Strategic Capacity Partnership
The partnership provides focused coaching and strategic support for senior women sales and revenue leaders who want to change the areas of their role that have become unnecessarily dependent on them. We begin by understanding how the problem is functioning in your specific situation. From there, we choose two or three priorities and work on them through the decisions, conversations, leadership relationships, and changes already in front of you.
The partnership includes:
A private 90-minute Strategic Capacity Diagnostic
A personalized Strategic Capacity Brief containing your Commercial Pressure and Capacity Map, two or three priorities, initial actions, and progress markers
Six private coaching and strategy sessions across ninety days
Defined between-session decision support for brief, time-sensitive situations
Preparation for consequential decisions, meetings, and conversations
Concise written Decision and Action Briefs after each session
Relevant tools and frameworks selected for your current situation
A personalized Sustainability and Early-Warning Plan
A 30-Day Integration Review after active support ends
Preparation remains brief. There is no large curriculum or general resource library to complete. The work happens through the leadership and personal decisions already requiring your attention.
Because I personally provide the diagnostic work, private sessions, written synthesis, and between-session support, I work with a small roster and accept a limited number of new clients each month.
The response depends on what is sustaining the problem.
Strategic Mental Fitness is the broader framework behind my work. It examines how pressure affects judgment, communication, behavior, relationships, and the choices people make when the outcome matters.
Strategic Capacity applies that thinking to the practical demands of revenue leadership.
We look at the business conditions, people, authority, information, expectations, and responsibilities surrounding the issue. We also examine how identity, conflict, loyalty, guilt, ambition, and previous experience may influence the way it is being carried.
The problem may sit within the team, the role, the organization, the leader’s response, or several of those places at once. Our work is to determine where the change belongs and what can reasonably be influenced over ninety days.
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We work with the actual circumstances of your role: targets, forecasts, talent, customers, decision authority, resources, organizational politics, and executive expectations.
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We examine how people interpret responsibility, risk, ownership, conflict, uncertainty, and professional consequences
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The work becomes decisions, conversations, reporting agreements, clearer ownership, requests for support, and changes that can be tested in the situations already happening.
HI, I’M RAE
Why my background is relevant to this work
I spent 14 years in corporate leadership, advancing through sales roles and eventually serving as an Executive Vice President overseeing sales and operations.
I understand the pressure of owning a meaningful commercial result, leading people through uncertainty, communicating risk upward, managing cross-functional complexity, and having others look to you when the business requires a clear response.
I also trained as a counselor and hold a master’s degree in counseling in addition to my MBA from NYU Stern. That background taught me to examine the parts of leadership that business strategy alone cannot explain: identity, guilt, emotional responsibility, control, conflict, relationships, and the patterns that can keep work attached to one capable person.
At one point, I was working close to 100 hours a week across corporate leadership and counseling. I was succeeding in both careers, and the structure supporting that success was unsustainable.
Rebuilding changed how I delegated, made decisions, used support, protected recovery, and understood the values underneath my ambition. That experience does not become a formula I impose on clients. It gives me a grounded understanding of what it is like to care deeply about meaningful work while recognizing that the structure around it needs to change.
Today, I bring together executive experience, business strategy, psychological training, and lived understanding to help senior women revenue leaders examine the full reality of how they lead.
Research-informed writing for the realities of leadership
Explore practical writing on decisions that keep returning, information that arrives late, delegation that does not create meaningful relief, difficult conversations, commercial pressure, mental load, and the personal demands surrounding professional performance. The resources are designed to help you understand a problem more accurately, consider several possible causes, and leave with something useful to examine in your own leadership.
Start with a private consultation
The complimentary 20-minute consultation is for women considering the 90-Day Strategic Capacity Partnership.
We will discuss what is prompting you to seek support, what you would most want to be different over the next ninety days, and whether the partnership offers the right scope and structure.
There is no preparation required and no expectation that you make a decision during the call. When the current start period is full, we can also discuss the next available date.