PRIVATE EXECUTIVE COACHING FOR WOMEN SALES AND REVENUE LEADERS
Advance your revenue leadership without relying on constant personal overextension.
The 90-Day Strategic Capacity Partnership gives you a confidential place to work through high-stakes decisions, strengthen how you lead through other people, and make practical changes to the way responsibility is being carried at work and outside it.
The work is designed for accomplished women who want to keep growing. It takes your ambition seriously while examining whether too much of the business, the team, and the rest of your life still depends on your personal attention.
Former Executive Vice President in sales and operations. Counselor. Executive Resilience Coach.Much of the work in a senior revenue role never appears on a task list.
You are tracking the forecast, team performance, client issues, executive expectations, and the problems that have not fully surfaced yet.
You notice when confidence is slipping. You can hear when an employee is avoiding the real issue. You recognize when a customer relationship has become vulnerable or when a plan is not as complete as everyone assumes.
That awareness is part of your value as a leader. It also makes it easy to prepare for problems before other people see them, soften consequences, monitor work that belongs elsewhere, or remain mentally involved after responsibility has technically been handed over.
For many women, the same kind of anticipation continues outside work. You may be tracking schedules, appointments, school needs, household details, aging parents, family relationships, and the next thing someone will need before they think to ask.
The visible tasks may be divided among several people while the remembering, planning, deciding, and monitoring remain largely with you.
Over time, the issue becomes larger than a full calendar. Too many unfinished decisions, anticipated needs, interpersonal dynamics, and possible problems remain active in the background.
Most people around you may see a highly capable leader. They may not see how much of the role and the rest of your life are being held together through your attention.
The partnership is designed for a specific stage of leadership.
By the time you reach senior sales or revenue leadership, you already know how to perform.
You have learned how to build relationships, solve problems, lead people, respond to setbacks, and remain credible when the business is uncertain. The work here assumes that level of capability.
As your scope expands, however, the role asks for more than stronger sales instincts or a larger capacity for work. You are leading through other people, influencing across functions, making decisions with imperfect information, and managing the impact of commercial pressure on the team.
At the same time, the rest of your life has not become less complicated.
This work may be relevant when:
You lead a sales or revenue team and directly own a meaningful commercial outcome.
You are navigating a promotion, expanded mandate, difficult quarter, aggressive target, team challenge, or increased executive visibility.
You want to lead more effectively through managers and team members without remaining the final checkpoint for every important issue.
You need a confidential place to think through decisions that are difficult to discuss with employees, peers, your CEO, family, or friends.
You are preparing for a conversation with real professional or personal consequences.
Work continues occupying your attention during evenings, weekends, relationships, or sleep.
Responsibility outside work is increasing at the same time as the demands of your role.
You remain ambitious and want support that respects the career you have worked hard to build.
You value direct feedback, careful thinking, and practical application.
We work with the decisions and relationships already shaping your week.
Every client arrives with a different company, team, role, family structure, and set of pressures. These are some of the issues that commonly bring women revenue leaders into the work.
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Clarify what is actually unresolved, which information matters, what tradeoffs are real, and what has kept the decision open.
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Strengthen ownership, judgment, and accountability across the team while reducing the amount of follow-up and monitoring that continues returning to you.
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Prepare for discussions with employees, peers, executives, boards, partners, or family members when the timing, language, and relationship all matter.
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Examine how forecasts, missed targets, team performance, customer issues, and executive expectations are affecting your judgment, confidence, availability, and ability to disengage from work.
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Make more deliberate choices about growth, travel, visibility, long hours, family, money, health, relationships, and the support different seasons require.
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Identify where clearer ownership, stronger systems, additional support, different agreements, or earlier conversations would reduce the amount of work that depends on you personally.
The 90-Day Strategic Capacity Partnership
The partnership provides focused coaching and strategic support for senior women sales and revenue leaders who want to advance how they lead, decide, communicate, and manage the broader demands surrounding their role.
We begin by identifying what is consuming disproportionate attention and where the current structure depends too heavily on you. From there, we select a small number of priorities and apply the work to the decisions, conversations, team dynamics, and personal realities already in front of you.The partnership includes:
A 90-minute Strategic Capacity Diagnostic
A personalized Commercial Pressure and Capacity Map
A focused 90-Day Strategic Capacity Plan
Six private coaching and strategy sessions
Defined text or voice-note support between sessions
Preparation for high-stakes decisions, meetings, and conversations
Written Decision and Action Briefs after sessions
Tools selected for the issue you are currently addressing
A personalized Sustainability and Next-Season Plan
A 30-day Integration Review
Preparation remains brief. Resources are introduced when they become relevant, and I provide the written synthesis after each session. Your time and effort stay focused on the decisions, conversations, and changes that only you can make.
Strategic Capacity brings the business and human parts of leadership into the same conversation.
Strategic Mental Fitness is the broader framework behind my work. It examines how pressure affects thinking, behavior, communication, judgment, and the choices people make when the stakes are high.
Strategic Capacity applies that framework to the practical demands of revenue leadership.
We look at the whole system around you: the commercial mandate, the people you lead, how decisions are made, where ownership breaks down, the responsibilities waiting outside work, and the patterns that influence what you continue carrying.
Capacity grows when the work requiring your judgment becomes clearer, responsibility is held in the right places, difficult conversations happen earlier, support is more deliberate, and your mind is no longer holding every unfinished thread.
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We work with the actual conditions of your role: targets, forecasts, talent, customers, executive expectations, internal dynamics, and the decisions for which you are accountable.
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We examine how identity, guilt, control, loyalty, conflict, responsibility, ambition, and performance pressure influence what you do when the outcome matters.
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The work becomes decisions, language, conversations, agreements, leadership practices, support structures, and changes you can use in the situations already happening.
The process does not assume that every difficult situation can be solved through mindset. Sometimes the role, team, expectations, resources, or structure around you need to change. Part of the work is determining which kind of problem you are actually facing.
HI, I’M RAE
My work comes from both sides of My work comes from both sides of leadership.leadership.
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 results, leading people, managing organizational complexity, and having others look to you when the business is uncertain.
I also trained as a counselor. That work taught me to pay attention to the parts of leadership that business strategy alone cannot explain: identity, guilt, conflict, emotional labor, control, relationships, and the patterns that keep responsibility attached to one capable person.
At one point, I was working close to 100 hours a week across corporate leadership and counseling. I could do the work, and I was succeeding in both careers. The structure supporting that success was unsustainable.
Rebuilding required more than rest or time management. It changed how I delegated, made decisions, used support, protected recovery, and understood the values underneath my ambition.
That experience does not become a template I impose on clients. It gives me a grounded understanding of what it is like to care deeply about meaningful work and still need a different structure around it.
Today, I bring together executive experience, business strategy, psychology, and lived understanding to help women examine the full reality of how they lead.
“Every leader faces pressure. What defines us is not the weight we carry, but how we learn to stand differently beneath it. That’s where strength turns into clarity.” - Rae
Research-informed writing for the realities of leadership
Explore practical writing on commercial pressure, people leadership, difficult decisions, communication, mental load, ambition, relationships, and the personal demands that often sit behind professional performance.
The resources are written for leaders who value careful thinking, honest examination, and ideas they can use in the situations already in front of them.
Talk with me about what is happening now.
The complimentary 20-minute consultation is for women considering the 90-Day Strategic Capacity Partnership.
We will talk about what is bringing you in, what you would most want to be different by the end of ninety days, and whether the partnership offers the right kind of support.
No preparation is required, and there is no expectation that you make a decision during the call.