You are doing the work. You are delivering results. You are checking every box they asked for. But when it comes time to talk about how to get promoted to VP, somehow it is always someone else whose name comes up. Here is the uncomfortable truth. VP promotions are not just about performance. They are about perception , positioning , and power . I break this down more in my guide on why you are being overlooked for VP. I’ve seen brilliant people get skipped over year after yea

When I applied to my dream business school, I missed the GMAT cutoff by two points. Most people would’ve moved on. I took it again — and got in. Years later, I faced 17 rejections before finally landing my first Director role. And when I started my business, I made less than my corporate salary for three years before crossing seven figures this year. Every one of those moments had the same turning point: I stopped asking “What if I fail?” And started asking “What if success

Your manager controls your next promotion more than HR ever will. When it comes to senior-level promotions, your manager can make or break your career. They can open doors that change everything — or quietly block your name from ever coming up. I’ve had both. One manager put me in rooms I didn’t even know existed. They gave me exposure, coached me behind the scenes, and made sure I got credit where it mattered. That kind of advocacy changed my entire career trajectory. And th

"I've been trying to become a VP for a year. When should I stop trying for it?" A client inside my program asked me this recently. And it stopped me for a second - because that's not really a tactical question. It's an emotional one. It's what people ask when they've tried everything they think they're supposed to do… and it's still not working. It's the moment when ambition meets exhaustion. My honest answer? If this milestone matters to you - never . Not because I believe i

Here’s something too many talented high achievers never hear: Promotions aren’t given to the most qualified person. They’re given to the person who looks most ready for what’s next. In other words, you’re not just being evaluated on your performance. You’re being evaluated on your potential . And perception - what leaders think about you - is the proof of that potential. Every meeting, every update, every interaction sends a signal about whether you’re operating at the next

A lot of the talented, high-achieving executives I coach come to me feeling stuck. They’ve been at the same level for years, performing, delivering, and being the “go-to” person, yet nothing moves. When I ask them one question: “If you got your manager’s job today, could you do it?” The answer is almost always the same. “Yes. Hell yes.” So the problem isn’t capability. It’s not that they’re not ready. It’s that their company is not set up to help them grow. This isn’t a skill

Do you know how to introduce yourself to leave a lasting impact? Most people don’t. They either read a résumé out loud… or play it so safe they sound like an intern. I’ve watched it happen in rooms full of brilliant leaders. And I’ve done it, too. Years ago, at a leadership offsite, I gave the most forgettable intro of my career. With a low voice, I shared my title, team. Done. Everyone nodded politely. Then the VP after me said, “I build the systems that make $50M look like

A tactical job isn’t a dead end. It’s a stepping stone if you know how to use it. Even if your role isn’t technically strategic right now, you can make it one. Every executive you admire started in a tactical role. None of them began their career setting corporate strategy. They grew into it by showing up differently: by learning how to frame their work, share insights, and position themselves as partners to the business. The mistake most high achievers make? They already hav

Most people think the hardest part of leadership is making big strategic decisions. In reality, it's the conversations you'd rather avoid. For me, it showed up in subtle ways at first. Instead of pushing back on unrealistic deadlines, I thought proving I could do everything made me look stronger. Instead of giving tough feedback, I just did the work for my team - which meant they lost the chance to grow. And every time I told myself, "It's easier this way." Spoiler: it wasn'

When I joined Microsoft, I was supposed to report directly to a General Manager. It was the perfect setup: strong visibility, access to...

Let me tell you something that still stings a little: I stayed stuck for years, not because I wasn’t qualified, but because I believed...

If you’ve worked in tech for more than a minute, you’ve probably experienced this: Just when you start to gain traction—your manager...

The best manager I ever had? He was also the one with the strongest boundaries. He didn’t say yes to every meeting. He wasn’t constantly...

I never set out to “make high six figures.” But by 37, I had. And more importantly, I did it on my terms. I think it’s partly because I...

A few years ago, I was networking hard, trying to land my second VP role. I had the experience. I had the results. But something wasn’t...

A few months ago, a VP client shared a brilliant new product idea with her exec team. She explained the opportunity clearly. Walked...

Most people’s LinkedIn profile says, “I’ve had jobs.” But if you're aiming for building an executive brand, showing thought leadership...

Early in my career, I thought my job as a leader was to have the answers. And I was good at it. Quick to solve. Always “on it.” Reliable....

A few years ago, I had a conversation with someone who was stuck at Director for over five years. She was working hard, delivering...

A few years ago, I was working on a new website redesign. I saw a bunch of issues — UX problems, outdated branding, confusing structure —...