About Laura
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My perspective on leadership has been shaped by more than two decades working with leaders and organizations across industries, functions, and organizational settings.

Across my career, I’ve coached and developed leaders and designed and led enterprise-wide leadership calibration and succession processes from manager through senior executive levels. I’ve helped organizations evaluate leadership performance and potential, identify successors, assess readiness for greater responsibility, and determine the development and experience leaders needed to prepare for what was next.

That experience gave me a perspective I now bring directly to my coaching. I understand the ambitions and challenges of executives preparing for greater scope, and I understand how organizations think about leadership potential and readiness when consequential decisions are being made.

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.

Throughout that work, 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 reinforced something I believe deeply: as responsibility grows, leadership is increasingly measured by what happens through other people.