About Elizabeth
I work with executives and founders who already have what it takes.
Their experience is real. Their instincts are solid. Their work ethic has never been the question.
What they are navigating is something harder to name. A team that is not performing the way it should. A leadership approach that is costing them more than it returns in this environment. A version of their own leadership they can feel but cannot quite access.
My work is to help them see what they cannot yet name. And then address it directly.
Where This Comes From
I spent the bulk of my career as a corporate paralegal, including years at Apple Inc. and Thermo Fisher Scientific, inside the legal and operational infrastructure of multinational organizations. Before that I worked with a boutique Boston-area firm where I learned the machinery of startups, funding rounds, and what it actually takes to build companies from scratch.
That background gave me something most advisors do not have: I was inside the room where high-stakes decisions actually get made. The decade since has been spent working directly with founders and executives to put that understanding to work for them.
In my work I kept seeing patterns regardless of industry, company size, or geography. The problems were rarely strategic. They were human. Leaders making decisions from pressure instead of clarity. Teams losing trust in ways no one was naming. Founders building companies that were consuming the life they had meant to build.
Living and working across Panama, Colombia, and Spain gave me a wider lens on that pattern. Entrepreneurs and executives navigating the same internal dynamics across entirely different economies and cultures. Geography changes. The human operating system does not.
That pattern recognition became The Entrepreneur Advantage, my book on how emotional intelligence underpins sustainable leadership and business growth.
What the work actually looks like
A CEO of a multinational remote company was losing talent without understanding why.
The real issue was not the team's performance. It was his.
His identity was so tied to being right that he could not see talent sitting in the wrong roles, and that blind spot was costing him the respect and productivity he needed most. When he was able to consider that possibility and made the shift, the team stabilized. What looked like a talent problem was a leadership identity issue.
A founder preparing to pitch to investors and potential clients was so driven by his vision that he was in danger of burning real leads by not reading his audience.
The pitch was strong.
The work was the human layer underneath it.
From the moment he entered a room, how he listened, how he made the person across the table feel about the bet they were considering placing on him. That human layer was what stood between his idea and the opportunity to bring it to market.
Different industries. Different stages. The same core work every time.
What you can expect
This work will move you. It will support you through the parts that are uncomfortable. And it will leave you with the tools to keep adjusting long after our work together ends.
This is not a program you complete and set aside. It is a shift in how you operate.
If you are ready for that, I would like to hear what you are navigating.