I didn't start my career advising clients. I started by learning how the machine works.

My undergraduate degree is in corporate finance, where I studied balance sheets and P&Ls, the language of how a business actually functions. From there, I moved into the operational side of wealth management, building and scaling a firm from the inside: Director of Operations, then Chief Operating Officer. I had full ownership of how complex financial organizations ran, and I was accountable for the results.

When I transitioned to working directly with clients, something interesting happened. The clients who found me, and kept sending others to me, were entrepreneurs and senior executives — first-generation wealth creators and leaders of large organizations who had built or earned something of substantial scale and were now managing the complexity that comes with it. The shorthand I'd often hear: "she speaks entrepreneur." Meaning I get to the point, focus on what matters most, and keep the optimal outcome in view. They weren't looking for someone to manage returns on an investment portfolio. They were looking for someone who could think across the whole picture: the business, the estate, the family, the advisors, the gaps between all of it. They found that in me.

That pattern has defined my career ever since.

Accounting firms, law firms, family offices, and traditional wealth management practices all face the same pressure to grow, but the capacity to serve doesn't always keep up. Client service teams get stretched. The result is professionals who want to do right by their clients but are stuck in reactive mode, responding to what's in front of them instead of getting ahead of what's coming.

For most clients, that gap goes unnoticed until the complexity reaches a level that demands more, or until they're in the middle of exiting a business they've spent years building. Your attorney, your CPA, your wealth manager, your insurance professional — each one may be excellent at what they do. But if no one is coordinating across all of them, proactively, with your full financial picture in view, you're left connecting the dots yourself, momentum stalls, and details get missed.

I've spent my career on both sides of this: building and running financial firms, and serving clients with complex balance sheets. I know how the industry works, where it falls short, and what it takes to fill that gap with intention. I've won industry awards because of my innovative leadership rooted in positive psychology, and the teams I've built have grown because I hold high standards — for myself and for everyone working on a client's behalf.

Outside of client work, I lend my expertise to two co-founded ventures: Cairrus, where we consult with wealth management firms using the positive psychology research and proprietary model I developed during my Master's program at the University of Pennsylvania, and Wealth of a Woman, where we develop programs that help women improve their relationship with money. I'm also mom to an amazing teenage daughter.

To learn more about my background, visit me on LinkedIn.