Not everyone finds their framework in a boardroom.
Mine came from watching a dog sled race on a snowy afternoon
when I had nothing left to lose.
The Work
What I Do Now
Today I help leaders and organizations build the relationships, cultures, and teams that actually move things forward. Through keynotes, workshops, facilitation, and consulting, I bring the Dogsled Leadership Framework to life in rooms where real change needs to happen.
My clients are leaders who are smart, capable, and still stuck. They have networks but not traction. They have teams but not alignment. They have vision but not the right people pulling in the same direction.
That is exactly the problem I was built to solve.
A Path Rooted in People
For more than two decades I have worked at the intersection of leadership, talent, and organizational transformation. I have built four enterprise-wide top talent programs at one of the world's largest technology companies, including programs focused on marketing, engineering, executive women, and senior leadership development. I built an early career program at a leading federal professional services firm. I have partnered with executive leadership across Fortune 500 companies and federal agencies, including presidents of multibillion-dollar global business divisions, senior vice presidents of marketing, chief marketing officers, global talent acquisition leaders, chief diversity officers, and C-suite executives. I know how to build things that last inside large, complicated organizations because I have done it repeatedly.
But the most important lesson I ever learned did not come from a boardroom or a consulting engagement.
It came from a dog sled race on a snowy afternoon when I had nothing left to lose.
I was at a point in my career where I was doing everything right and still hitting walls. I had a strong network. I had senior relationships. I had access. What I didn't have was the right people in the right positions pulling alongside me. I kept taking my challenges to leaders who had the authority to care but not the position to act. I had supporters cheering from the sidelines but no one built for the terrain I was actually crossing.
Then one restless weekend I stumbled across the Iditarod. I hadn't watched dog sled racing since I was a kid. But I couldn't look away.
Each dog on that team had a specific position, a specific strength, a specific job. The lead dogs weren't the biggest or the strongest. They were the navigators. The wheel dogs closest to the sled were the powerhouses. Move them out of position and the whole team
breaks down.
And then it hit me.
I hadn't been building a team. I had been dragging a sled alone.
I had a network. I just didn't have a sled.
That realization became the foundation for everything I do now. And it is the framework behind my first book, Who Is Pulling Your Sled?
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