I coach senior leaders who are facing a challenge or would like to be more effective or fulfilled in their roles.
Most of my clients are technology company CEOs, and I've worked with leaders in fields from accounting to investing to the law. I see most clients in person in San Francisco, and I work virtually with others across and outside the U.S.
Issues I often address with clients include managing relationships with key employees and others, improving exec team dynamics, transitioning from technical expert to leader, evolving company culture, and better self-care.
As a Lecturer at the Stanford Graduate School of Business, I teach courses aimed at helping MBA students better manage themselves and further develop their leadership and interpersonal skills.
I teach two sections of The Art of Self-Coaching, a new course that I designed and launched in 2015. The course aims to help professionals and aspiring leaders be more intentional in managing their continued growth and development.
I also teach a section of Interpersonal Dynamics, the school's most popular elective and known to most students as Touchy Feely.
From 2007 to 2016 I provided individual coaching to MBA students and led teams in the Arbuckle Leadership Fellows Program and taught sections of Leadership Labs, both of which I helped to launch in 2007. During that time I also facilitated groups in Interpersonal Dynamics, a role that I continue to play during the course's weekend retreats.
I launched my coaching practice in 2006 after a 15-year career in management during which I took two years off to earn an MBA at Stanford. My initial exposure to coaching came as a client during my first job after business school. In that role I relied heavily on the support of my coach Mary Ann Huckabay, one of my best professors at Stanford, who's still my coach today. And I'm indebted to Joe Murphy of Geodesic Consulting, who was an invaluable source of guidance, support and training.
Leadership and Management
Before becoming a coach I helped launch three new organizations, two of which continue to thrive today. The third was an enlightening failure.
2005-06: I was the first Executive Director of AttentionTrust, which sought to help people make use of the data that reflects what we pay attention to, what we're interested in and what we value. Here's an interview I gave in 2006, and you can learn more by researching the "attention economy."
2005: I served as Senior Consultant with Beaconfire, which provides a range of technology services to large national and international nonprofits.
2001-05: I was the first Executive Director of the Nonprofit Technology Network (NTEN). With the support of hundreds of people, I helped take NTEN from a business plan with some startup funding and grew it into an international association of nearly 400 organizations.
1998-2000: I earned an MBA from the Stanford Graduate School of Business.
1994-96: I was the first Associate Director at Compass Community Services, where I helped the organization double in size and raised over $1 million.
1992-94: I was the first staff member hired to create the Homeless Children's Network (HCN), where I was responsible for management and fundraising.
I'm married to Amy Wright, currently co-director of the Zief Law Library at the USF School of Law, and who I first met in 1983 at Cumberland Valley High School. We've lived in San Francisco since 1990. I'm passionate about music, hiking throughout the Bay Area, and visiting Point Reyes whenever possible. In addition to my MBA from Stanford, I received a BA in History, magna cum laude, from Brown University.