About Laura
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My perspective on leadership and culture were shaped through my work as a communications and leadership consultant and later as an organizational development leader and executive, across industries, functions, and organizational settings.

Most recently, I served as Vice President of Organization and People Development for a large, complex, multi-site healthcare system with more than 26,000 employees. I was responsible for enterprise leadership and organizational development strategies and advised senior leaders on leadership effectiveness, organizational culture, talent strategy, team dynamics, organizational change, and strategic execution. My work on enterprise culture initiatives - the Standards of Respect initiative and the Patient and Visitor Code of Conduct - was later featured in Harvard Business Review.

I've seen leaders create environments where people do extraordinary work. I've also seen leaders unintentionally erode trust, diminish capability, and drive talented people away. I've watched courage strengthen organizations and avoidance weaken them. Those experiences taught me that organizational culture is shaped every day through the decisions, actions, and interactions of its leaders.

As my own responsibilities expanded, I became increasingly committed to creating—and helping other leaders create—environments where people and organizations thrive. That connection between leadership, culture, and performance remains at the heart of my work.

My coaching is informed by those experiences and by the leadership disciplines I have studied throughout my career. But experience remains the strongest teacher. Leadership happens in real organizations, with real people, under real constraints. It is in that context that leaders make decisions, build trust, navigate challenges, and shape the experiences of those around them.