Meet Your Coach
ABOUT CELINE
Strategist and operator turned CEO & executive team coach.
Before coaching, I worked inside companies as a strategist and operator: from McKinsey to a $1B business to an Inc.5000 growth company. Today I teach Leading Effective Teams at Stanford and facilitate Interpersonal Dynamics, the iconic MBA course students call “Touchy Feely”
This combination of experiences shapes how I coach: I understand the business problem, the leadership challenge, and the team dynamics that are in the room.
Who I Work With
I work with CEOs and executive teams from Series B through public, especially when the company is evolving from founder-led to team-led.
I've spent hundreds of hours coaching CEOs of unicorn and public companies, their leadership teams, investors, and board members across the globe.
What I Bring to the Work
PATTERN RECOGNITION
I study, teach and coach leadership teams. I've been in the room with enough executive teams to recognize the interaction patterns beneath a problem before the team can name them.
right brain + left brain
I can stay with a hard business question and a difficult human conversation at the same time.
BUSINESS JUDGMENT
I’ve operated inside companies and advised senior executives, so we will work on team behaviors while paying attention to commercial outcomes.
Experience
Business
McKinsey
Strategy executive, $1B apparel division
Interim CMO, Inc 5000 growth company
Stanford MBA
London School of Economics, BSc
Coaching & Teaching
Lecturer, "Leading Effective Teams", Stanford
Facilitator, "Interpersonal Dynamics" (popularly known as “Touchy Feely”), Stanford GSB
PCC, International Coaching Federation
Trained in Systemic Team Coaching
Why I Coach
I was trained to solve problems with my head. Over time, I came to understand how much of leadership lives in the space between people.
Early in my career, I worked in banking, consulting, and strategy. I loved the analytical work. But the longer I spent around senior leaders, the clearer it became that having the right answer was only part of the job.
You also had to bring people along. Listen well enough to understand what mattered to them. Say the hard thing while staying connected. Create the conditions for other people to step up rather than making yourself indispensable.
I care about helping leaders who are building something that matters. I want to help them do more together than they could apart. And I care about helping leaders build organizations that are more capable and connected.