EXECUTIVE COACHING FOR BIOPHARMA LEADERS
Highly capable leaders stall when the role outgrows how they’re operating.
I help realign strengths and expectations—so intent and impact match.
“25 years into my career, and the 6 months I worked with Angela was a transformative experience.”
Julie B., EVP, Human Resources“I now know I have a rightful place at the decision-making table—and I’m showing up that way.”
Fiona I., VP, People & Organisation, Global Biotech“Angela is a rare strategic thought partner… coaching with her transforms how you think, act, and lead.”
S.M., Founder & CEO“Angela helped me engage with my peers more effectively and build stronger relationships. I’ve become a more effective executive leader.”
Robert Hofmeister, PhD, Chief Scientific Officer, Board Director“She’s hands-down the best in the business—and challenged me again and again to get clear on what matters and where I can make the biggest difference.”
Amanda K., VP, Global Medical Affairs“Having worked with several coaches, I can confidently say Angela is top-tier—smart, strategic, and pragmatic.”
JS, SVP & Board DirectorWhat This Looks Like in Practice
Highly capable leaders often don’t notice the shift at first—because performance still looks strong.
But leverage is quietly eroding.
You’re working harder than ever — but progress feels heavier.
Decisions quietly pile up on your desk.
Your strongest people start waiting for direction that used to come naturally.
The role that should create momentum starts absorbing it instead.
That’s not a motivation problem.
It’s a leadership-model mismatch.
Where Intervention Actually Matters
At this stage, development isn’t about adding skills or working harder.
It’s about relocating where leadership effort belongs.
That means building enterprise-level capability:
Strategic thinking across functions
Influence without relying on authority
Decisions that scale impact instead of concentrating it
The shift isn’t more effort.
It’s seeing — and using — leverage that’s already available.
“Angela is a rare strategic thought partner. Coaching with her transforms how you think, act, and lead.”
— SM, Founder & CEO
Why This Work Requires More Than Coaching
I’ve spent my career inside the environments my clients operate in—leading alongside demanding executives, navigating board dynamics, enterprise risk, and decisions that don’t come with clean answers.
That experience shapes how I coach.
This work isn’t about surface-level insight or endless reflection.
It’s about knowing when to create space—and when to challenge assumptions that quietly cap a leader’s leverage.
At senior levels, coaching isn’t a sign something’s wrong.
It’s how leaders keep their effectiveness scaling as expectations compound.
My role is to help leaders—and the executives who sponsor them—intervene early, thoughtfully, and strategically, before misapplied effort becomes an organizational bottleneck.
How We Figure Out If This Is Right
Coaching isn’t always the answer.
This process is designed to figure that out early.
Initial Assessment
You’ll share context about the leader, the role, and what’s at stake.
I review this personally and respond with a clear perspective on whether I’m the right coach for this situation—and why.
If I’m not the best fit, I’ll say so.
If another approach or coach would serve you better, I’ll point you there.
The goal is a clear call—not a rushed decision.
Alignment Conversation
If it appears to be a potential fit, we talk it through.
We clarify what’s actually happening, what needs to change, and what success would need to look like for this to be worth the investment.
If there’s a sponsor, we align early—so expectations are explicit and the work is grounded in what matters to the business.
Fit goes both ways.
Engagement
If we decide to move forward, we do so with intention.
Most engagements run six months with biweekly sessions, focused on building enterprise leadership capability: thinking beyond function, influencing across peers, delegating strategically, and communicating with impact.
The outcome is sustained traction—for the leader and the business.
““Angela helped me engage with my peers more effectively. I’ve become a more effective executive leader.”
— Robert Hofmeister, PhD, Chief Scientific Officer & Board Director
How This Work Scales
I work with leaders at different stages—but the work is grounded in the same principle: developing leverage before effort becomes the bottleneck.
At the executive level
I work directly with CEOs, C-suite leaders, and VPs navigating enterprise scope, visibility, and decisions without precedent.
Earlier in the leadership arc
Organizations that invest early develop the same capabilities—strategic thinking, influence, and executive presence—before roles expand and stakes escalate.
Angela works directly with senior executives.
Select coaches trained in her method support earlier-stage leaders using the same framework—so organizations build strength without waiting for strain.
TRUSTED BY SENIOR LEADERS IN BIOTECH AND LIFE SCIENCES
A representative sample. Many engagements remain confidential by design.
“Having worked with several coaches, I can confidently say Angela is top-tier—smart, strategic, and pragmatic.”
— JS, SVP & Board Director
For Leaders and Sponsors Making the Call
Want the full picture before you decide?
A practical, sponsor-level overview of when executive coaching works, when it doesn’t, and how to evaluate it properly.
Executive Coaching for Biopharma: What You Need to Know Before You Invest
Stay Oriented While You Decide
Receive Practical Perspectives
A monthly note on enterprise leadership, decision-making, and how leverage actually works at senior levels.
Written for leaders and sponsors navigating complexity, visibility, and inflection points—when the questions are bigger than the playbook.
Grounded in behavioral science. Informed by real leadership decisions.
Not commentary. Not motivation.
A way to stay oriented—and sharpen judgment—while you decide what’s next.
For Chief People Officers—inside the role and behind the decisions.
You operate at a unique intersection.
You’re a senior leader navigating board dynamics, enterprise tradeoffs, and visibility that rarely comes with clean answers.
And you’re the one trusted to make judgment calls about other leaders—often before the risk is obvious.
I work with CPOs in both capacities.
Sometimes that means coaching you as a leader—
as scope expands, pressure compounds, or the role starts to feel heavier than it looks from the outside.
More often, it means partnering with you as a decision-maker—helping you assess where coaching will create real leverage, and when it won’t.
Either way, the work is grounded in the same principle: developing leadership capacity before effort becomes the bottleneck.
If you’re deciding where coaching would actually create leverage, this is where we start.
Hiring a coach for a senior leader is a high-stakes decision. These 5 questions help sponsors choose coaching that leads to traction—not just talk.