Laura was program manager for a large technology organization. As she was looking to the next step in advancing her career, she partnered with Suzanne around personal skill development, cultivating her Emotional Intelligence, and increasing her overall executive presence.
Her position was quite demanding, resulting in long days and not always taking care of herself as she would have liked. Her reputation was as a person who brought a strong passion to her work and committed to delivering exceptional results. Through her coaching work with Suzanne, she identified that she wasn’t proactively growing relationships across the leadership and broader teams, and tended to be more focused on the “what” of her work and not enough on the “how”. With Suzanne’s support and skilled questions, Laura set her intentions on doing the work on herself -- changing her priorities and developing an approach that would enable her to better channel her energy and ultimately move into a more senior leadership role.
Fast forward 11 months. Laura received the promotion she was working toward after having increased her visibility with leadership, built more solid cross-functional relationships, and stepped into a more composed presence (which was essential during her work following the start of the COVID-19 quarantine). She’s also reclaimed more time for herself through creating more structure in both her professional and personal life, re-focused her healthcare/self-care routines, and is living an intentional life where she makes every day count.
Will manages international business operations for a global consulting firm. He wears many hats in this role, including providing business management, project leadership, and facilities management. He is proudly known as the “go-to person for running the business,” thriving in an environment of rapid expansion and metric driven decision-making. But there were times his decisive style of leadership leaned so heavily toward achieving metrics, he appeared insensitive to the realities of operations and repeatedly jumped into his team’s projects to fix things himself. His strong push toward meeting deadlines was eclipsing other parts of his life, he worked late nights and weekends because he wouldn’t delegate. In order for Will to be more effective in his role, and be considered for a promotion, he needed to “get out of the weeds,” be a more relatable leader, and increase morale across his team.
Suzanne consulted with Will and his manager, then designed and delivered coaching to increase Will’s awareness, inject more empathy into his communications, and realign how to achieve strategic objectives both individually and collaboratively.
Through candid observations and a focus on progress without judgment, Suzanne supported Will to draw boundaries around his time and energy, grow trust in his team to directly manage larger projects, and realize measurable results while being able to enjoy his weekends and be fully-present with his family.
Will developed stronger relationships with his team, manager, and company president as a result of his commitment to personal transformation. He learned the difference between when he needed to step into a situation to fix it himself, or rely on the talents of his team members to not just bring successful projects over the line, but develop themselves through new opportunities.
A global pharmaceuticals company scaling its immunotherapy treatment to a broader number of patients made the investment to build a digital platform to support cell therapy drug treatments. Since these products use the T cells from a patient’s own blood - where they “reprogram” it to recognize and attack cancer cells -- the manufacturing and treatment processes are precise, complicated, and lengthy. The task was to create a digital system that reliably enables these processes throughout the patient’s treatment journey, including the ability for them to track the manufacturing of their drug product -- an important source of comfort and trust over a 24-to-35 day production period.
The functional scope of the program was sizable, and the timeline to deliver was aggressive with a fast approaching deadline of pending FDA inspections and approvals. Leadership pulled together a globally-dispersed program team to not only build the platform by integrating existing systems, but weave in new ones as well (which most employees had never used).
Suzanne stepped in as the change management leader for this program a few months after it’s initial kick-off. Due to its scale and size, with a working team of 300+ people, ensuring clarity around organizational roles, responsibilities, and ownership was important from day one. Suzanne quickly embedded herself, partnering with stakeholders to understand their needs and build the trust that’s essential to the success of any program.
She spearheaded the communications strategy, creating and implementing a plan that cascaded essential information to various stakeholders at the right time -- ensuring they were aware of what was coming and how they would be affected. As a member of the leadership team, she stepped in as a program evangelist and developed a network of advocates to effectively spread key messaging and generate buzz around the upcoming rollout. Despite timelines shifting along the way, the communications were, “timely and concise, keeping people aware of things both good and bad.”
She also partnered with cross-functional teams to oversee the development, review, and implementation of training curriculum, content, delivery and logistics for more than 600 users across 26 different roles -- with total training at a whopping 1036 hours!
As a member of an incredibly dedicated and passionate team, Suzanne’s work contributed to the two successful releases of the cell therapy platform, with the broader impact of increasing the number of patients receiving life-saving cancer treatments.
Stacy was a senior technology leader who was feeling stagnant in her career. She was preparing to move to another company, and was actively interviewing. She began working with Suzanne to hone her communication style and enhance her interview presence after receiving feedback describing her as intimidating and aggressive, Stacy wanted to turn up the volume on her empathy and find a way to authentically represent herself while connecting more effectively with others.
Suzanne crafted a coaching development plan for Stacy, created in tandem with an emotional intelligence assessment. Through their collaboration, Stacy expanded her thinking to gain insights around how to both maximize her strengths and be aware of how to leverage them differently based on situations, environments, and audiences. She crafted a communication style that embodies her intelligence, compassion, and courage. A style that is uniquely hers.Within a few months, Stacy had landed numerous interviews and received 2 job offers. Providing continued support, Suzanne stepped in as a thought partner through offer and relocation negotiations.
Today Stacy is extremely happy doing work she loves for a company she’d only dreamed of working at a year ago.