Public service runs on people carrying real responsibility. Coaching helps them lead with clarity.

Across public service, whether in local governments, state agencies, or legislative offices, people take on serious responsibility fast. A twenty-something running a district office. A newly promoted division director managing former peers. A program manager holding the public's trust with almost no runway. The work is high-stakes and relentless, and the support that would help most is usually the first thing there's no time or budget for.

That's how good people burn out and move on. Coaching is one of the few investments that meets a leader in the role they're actually in, and helps them steady, grow, and build a team that can sustain the work.

My career has moved through public service from several angles. As a journalist, I covered state politics at the Missouri statehouse and local economic development in Richmond. I served as chief of staff at UVA's Frank Batten School of Leadership and Public Policy, and worked with government partners on public-private efforts in public housing, K-12 education, and college access. Today, as a Senior Organizational Development Consultant at the University of Virginia and an executive coach, I help leaders and teams navigate change, strengthen trust, and grow into greater responsibility.

Across those roles, I've learned how these environments actually work, from the pace and the public scrutiny to the slow, relationship-heavy problem-solving that real progress depends on. My approach pairs that feel for the terrain with practical coaching and consulting for the hardest shift in any career: moving from doing the work to leading the people who do it.