Cameron Kinloch

True Vantage Partners

I work with CEOs, founders, executive teams and Boards to accelerate growth and strengthen governance during critical inflection points - fundraising, scale up, IPO prep, and M&A. 

My expertise spans Finance, Biz Ops, HR, Legal, and RevOps across a wide range of industries.

Key Projects:
• M&A Advisory: Led diligence, buyer negotiations, and Board updates for a fintech company exploring strategic alternatives.
• PE Portfolio Company Scale-Up: Built Finance, HR, and Legal functions from scratch for a PE-backed company to enable scale under new ownership.
• Fundraising & Forecasting: Developed 5-year models and investor decks that supported successful Seed and Series A raises.
• Liquidity Planning: Designed cash flow and scenario models to guide capital planning and lender alignment for high-growth businesses.
• Operating Discipline: Introduced OKRs and operating "rhythm of business" that improved alignment and accountability across teams.
• Biz Ops & RevOps: Helped establish forecasting, GTM analytics, and cross-functional planning processes.

I advise, support, and execute, bringing C-suite and Board-level perspective while helping companies build the financial and operational foundations to reach key milestones.

Board, CEO & CFO Advisor

EROAD

EROAD is a public telematics company, dual listed on the NZX/ASX exchanges. Member of the Finance, Risk and Audit Committee and the Nominations Committee.

Independent Board Director, Audit & Nom Gov Committees

Copper Cow Coffee

Independent Board Director

Weights & Biases

Successful exit to CoreWeave in May 2025.  W&B is building the best in-class, enterprise grade tools for AI developers. 

I am incredibly proud of our achievements at W&B. To highlight a few:

• Significant company scaling with 10x ARR growth and headcount growth from 90 to 270
• Built Finance & Legal teams from 0 to 15 + staff; supported scaling of People, Rev Ops and Deal Desk
• Launched first long-range model, AOP, and board reporting
• Forecast accuracy >97 %
• Closed $50M Series C-2 and managed investor relations
• Implemented treasury program
• Completed clean Deloitte first-year audit with no audit adjustments
• Deployed NetSuite, Pigment, Airbase; cut close to 8 days
• Opened Japan entity

Chief Financial Officer

Guided Board and CEO through M&A exit to private equity. Chair of Strategic Planning Committee. Finance Committee.

Independent Board Director, Audit & Strategic Planning Committees

Dynamic Signal

Led successful M&A exit to private equity for enterprise SaaS company with 30% of the Fortune 100 as customers. 

Led all M&A workstreams for the company (banker selection, diligence, negotiation of deal terms, closing of the transaction and integration) while also leading Finance, Legal and Revenue Operations.

Bulletproof 360

Joined as CFO of Bulletproof.  Promoted to COO and added to the Board of Directors within 6 weeks of joining.  The full executive team reported into me.

• Full operational responsibility across Sales, Marketing, e-Commerce, Supply Chain, R&D, Finance, Legal, HR, and Customer Service
• Restructured operations and cost structure to achieve profitability within 6 months
• Led creation of Compensation and Audit Committees and refinement of corporate governance policies and practices

Chief Financial Officer, Chief Operating Officer and Board Director

Ripple Foods

Full CFO responsibilities. Recruited to lead all Finance functions reporting to the CEO.

• Board: Led Board discussions on financials.  Managed Board agenda and resolutions
• Financings: $65mm Series C announced January 2018; led upsize of large debt facilities
• Audit: Managed successful completion of first year audit
• Team: Built out Accounting and FP&A team from 2 to 8 in ten months

SVP, Finance

Ripple

Full CFO responsibilities for global enterprise software and payments company, reporting to CEO.

Recruited to lead all Finance and Facilities functions.  Finance responsibilities spanned FP&A, Accounting, Business Intelligence, Investor Relations, Revenue Operations, Treasury, and Tax.

• Strategy: Developed framework to refine and drive alignment to long-term company strategy 
• Finance: $55mm Series B announced September 2016. Transformed Finance into a strategic partnering function across entire business and built out key finance functions from scratch
• Operations: Drove operational maturity and excellence as the company rapidly scaled its enterprise sales. Scoped, established and helped hire key roles across the company
• Metrics: Created company goal setting process and responsible for cascading goals throughout the organization. Defined key company metrics
• Tax: Led initiatives to optimize company's global tax structure
• Investor Relations: Established IR function for digital asset and equity investors
• Facilities: Led global facilities function and full build-out of 30,000 sq. ft new HQ

VP of Finance

Box, Sunrun

Recruited to establish and scale critical finance functions and the FP&A organization at several incredible companies.  Built teams and established finance functions from scratch through hyper-growth, international expansion, multiple acquisitions and IPO.  

Took Box through the S-1 process and Sunrun through IPO. Took on progressively larger and more senior roles culminating in VP, FP&A role.

VP of FP&A

As a CFO, COO and 4x Board Director, I bring over 20 years of experience leading companies through pivotal transitions and driving strategic growth. 

Here's how I've helped some of the most prominent startups on Wall Street and in Silicon Valley scale:

↳ Led companies to triple-digit growth and profitability within six months.
↳ Spearheaded numerous eight-digit debt, equity, and convertible fundraises.  Achieved 100% direct sales growth while reducing costs by 20%.
↳ Advised CEOs and companies ranging from $2M to $450M+ in revenue through multiple funding rounds, IPOs and M&A exits. 
↳ Served on 4 boards, both private and public, guiding CEOs and management teams.
    
I grew up in LA where grit and education were non-negotiable. That drive took me from a public school to Harvard—and eventually to Wall Street.

My time on Wall Street was a wild ride. While I loved the fast-paced world of finance, I found my true passion in Silicon Valley, helping tech companies grow and succeed.

I’ve enjoyed combining my financial expertise with the innovative spirit of startups, guiding them through growth, IPOs, and successful exits. In the past decade, I've had the chance to work with visionary founders, helping them scale while setting them up for long-term success.

Now, I’m on a mission to help companies grow, using everything I’ve learned.

Here’s how I can help you:

1) Speak at your event on leadership, finance, or scaling startups.
2) Advise your company on navigating growth challenges, preparing for an IPO, or improving financial performance.

Shoot me a DM or email me at cameron.kinloch@gmail.com, and we’ll chat more.

We are building the best in-class, enterprise grade tools for AI developers. Our vision is to be the single system of records for all things AI within an organization.

Used by teams at NVIDIA, OpenAI, Lyft, Blue River Technology, Toyota, and MILA, W&B is part of the new standard of best practices for AI.

Early in my career as a CFO, I opened a 60-slide board deck to present in our quarterly meeting.

By slide 4, the Chair stopped me and asked, “Cameron, what do you want from us?”

That question stung and it changed how I run boards forever. 💡

Board meetings aren’t report-outs.
They’re decision forums.

It’s not about reciting metrics or proving effort.
It’s about getting clarity on what moves next. 🎯

Here’s the 3-step formula I now follow to make that happen:

1) Start with the ask.

Before you open your deck, be clear on what you need from the board.
A decision? A green light? A perspective?

If you can’t summarize your ask in one sentence, you’re not ready to present.

2) Simplify the narrative.

Most CFOs think the board wants everything. They don’t.

They want the why and the so what. Cut the noise, connect the dots, and frame every slide around what truly matters to the business.

3) Tie every metric to a story.

Don’t stop at “what happened.” Explain “why it matters” and “what we’ll do next.”

Every metric should lead somewhere, otherwise, it’s trivia.

Once I reframed meetings around action, everything changed.
Our discussions became faster, decisions clearer, and execution sharper. ⚡

That shift also supercharged trust.

The board began seeing finance not as a function but as a strategic partner that keeps the business moving forward.

If you’re a CFO still measuring success by how much you present → flip it.

Measure it by how clearly the board moves after you’re done.

P.S. I advise CFOs and VPs of Finance on building decision clarity, tighter narratives, and leadership rhythms that move the business forward. Reach out if you want to strengthen how your team shows up in the boardroom.

Board Director | CFO & COO | 4 Exits, 2 IPOs | Advisor to High-Growth CEOs and CFOs

After 15 years in the C-suite and 4 board seats, I’ve noticed the same mistakes that quietly stop talented finance leaders from becoming CFO:

1) They think like controllers, not operators.

CFOs don’t just report numbers - they shape decisions.

If you never talk about customers, product, competitive pressure, or revenue levers, you’re signaling you’re a functional expert… not an enterprise leader.

2) They build relationships up, not across.

Great CFOs aren’t just trusted by the CEO and board.

They’re trusted by GTM, Product, Ops, and People because they show up early, listen, and help solve real problems.

3) They can model a forecast but not tell the story.

The CFOs who earn board confidence connect everything in one clean thread: what’s happening, why it matters, what options exist, and the trade-offs behind each path.

Boards remember the narrative - not the spreadsheet.

4) They wait to be invited in.

Future CFOs don’t sit back. They initiate scenario plans, pressure-test strategy, and surface risks before anyone asks.

5) They stay stuck in precision mode.

Perfect accuracy slows companies down.

Standout CFOs set decision thresholds, embrace scenario ranges, and call out the unknowns so the business can move faster.

6) They solve today’s problem, not the next stage.

Boards choose the leader who can scale the company from $20M → $50M, $50M → $200M, or pre-IPO → public.

Your mindset must shift with the stage.

7) They underestimate how much the CFO role is leadership.

Most misses aren’t technical - they’re about influence.
CFOs lead rooms, drive alignment, and bring clarity in moments where ambiguity is high.

The difference between a great finance leader and a CFO isn’t technical skill.
It’s how you think, how you lead, and how you show up.

PS: I coach finance leaders on strategic storytelling, board communication, and executive presence. If you’d like to explore working together, send me a DM.

Starbucks’ new CFO, Cathy Smith, turned heads this year with a $5 million cash signing bonus and a $6.4 million equity grant.

But the real headline isn’t the pay.

It’s why she was hired.

Smith stepped in at a moment when Starbucks was facing:

☕ Multiple quarters of declining same-store sales
☕ A weakening emotional connection with customers
☕ A culture and operating model that needed a reset

This wasn’t a “steady state” CFO hire.

It was a turnaround hire paired intentionally with CEO Brian Niccol.

Because today’s CFO mandate has changed.

It’s not just a finance problem.
It’s a leadership problem.

And that’s exactly why she was chosen.

Boards today don’t want CFOs who just balance books.
They want CFOs who can lead the business forward.

It’s no longer about reporting what happened, it’s about shaping what happens next.

1) From finance leader → enterprise leader

Cathy Smith wasn’t hired to oversee accounting.
She was hired to rebuild momentum - Using finance as the lens for execution, culture, and customer experience

2) From data → narrative building

Financial Precision matters, but it doesn’t move people
The CFO who can extract meaning behind earnings, costs, and forecasts, and turn it into a clear story, inspires belief across investors, employees, and the board.

3) From siloed thinking → cross-functional leadership

Turnarounds don’t happen from one department.
The most effective CFOs align teams, re-energize culture, and enable faster, better decisions across the entire business.

Starbucks didn’t hire Cathy Smith for where the company is.

They hired her for where it needs to go.

And they placed a bet that finance leadership can help drive that shift.

Lesson:

The CFOs who shape the future - not just report the past - are the ones defining the next era of leadership.

PS: If you’re a CFO or VP of Finance preparing for that next step, I coach leaders on the real levers of the role: strategic narrative, board communication, and enterprise leadership. DM me if you want to explore working together.

Forbes called her the most powerful and influential CFO of the last decade…

But when Google hired Ruth Porat in 2015, most analysts doubted she was the right fit.

A Wall Street operator at an innovation-driven tech giant? 
Many assumed her discipline would slow Google down.

The opposite happened:

📈 Alphabet’s market value grew past $3 trillion during her tenure
🚀 The stock jumped after her early earnings calls
💡 The company consistently beat revenue and profit expectations

Here’s what she actually changed - and what today’s CFOs can learn from her:

1) Anchor decisions in data.

Porat was famous for saying, “The answer is a number.”
Data over opinions. Signal over noise. It cut through politics fast.

2) Replace passion projects with real frameworks.

She introduced structure to how Google funded big bets.
Teams had to prove why they deserved capital - not just ask for it.

3) Challenge the status quo.

She pushed back on excess, tightened spend, and reset expectations.
Not to clip innovation - but to fuel the right innovation.

4) Think in decades, not quarters.

Her support for AI and Cloud was grounded in long-term value creation.
CFOs don’t just protect the present. They underwrite the future.

5) Earn investor trust through transparency.

By separating core results from “Other Bets,” she gave investors clarity.
Clarity → confidence → multiple expansion.

Porat didn’t shrink Google. She sharpened it.

That’s the new era of finance leadership:

CFOs don’t just keep companies healthy. 

They shape strategy.
They influence product priorities. 
They build investor conviction. 
And they make the long term impossible to ignore. 💪

PS: If you’re a CFO or VP of Finance preparing for that next step, I coach leaders on the real levers of the role: strategic narrative, board communication, and enterprise leadership. 

DM me if you want to explore working together.

At 25, my boss called me into her office...

"You're making great progress, but we're holding off on the promotion..."

I didn’t get it.

Now that I’m in the C-suite, I see why that promotion never came.

I was the hardest worker in the room.
Answering emails at midnight.
Taking every project.
Saying 'yes' to everything.

But here’s what I didn’t understand then:
Hard work isn’t the same as visible impact. 💡

I kept my head down. 
I never talked about my wins. 
I never connected my work to the bigger business story.

20 years later, I still see employees being misled.

❌ The hardest worker doesn’t get promoted.
❌ The smartest worker doesn’t get promoted.

✅ The person who shows their value gets promoted.

Your work won't speak for itself.
You have to.

Make your value impossible to miss.

- Pitch your ideas in meetings
- Talk about your career goals during 1:1s
- Tie your wins to business objectives
- Bring solutions, not just problems
- Celebrate milestones through internal channels

Quiet mouths don’t get fed.

And in your career, visibility is a skill - not a personality trait.

Early in my tenure as a board director, I emailed a question about an assumption in the financial model.

Within hours...

- The Chair acknowledged the question
- A fellow director asked for clarification
- Management responded with context the next day
- The item was added to the next meeting agenda

That simple exchange told me everything → this board values transparency, accountability, and speed.

And I realized you can learn a lot about a board’s culture from something small: how they respond when a director raises a concern over email.

On less mature boards, the same note is met with silence, defensiveness, or deferral.

And the truth is, concerns don’t disappear.

 They just reappear later as bigger, more expensive problems.

Governance reveals itself in small moments.

A healthy board:

✅ Acknowledges
✅ Clarifies
✅ Discusses
✅ Acts

An unhealthy board avoids all four.

We talk a lot about culture in the boardroom, but you can usually see it long before the meeting starts.

In 2003, Michael Fiddelke joined Target as a finance intern.
In 2019, he became CFO.
In 2026, he’s set to become the CEO of the $106 billion giant.

Here’s a big lesson if you’re a finance professional and you want to scale your career:
🎯 Think beyond finance.

Fiddelke didn’t rise to the top just by mastering accounting entries or delivering perfect forecasts.

He rotated through merchandising, operations, supply chain, and strategy.
He learned how the business actually works.

That’s the part most finance professionals miss.
Here’s what thinking beyond finance actually looks like:

1) Understand how money moves. 

Go beyond the P&L. Learn where value is created, where it leaks, what slows revenue down, and what accelerates it.

2) Speak the language of operators.

Talk in customer impact, velocity, margin, and growth. When you translate numbers into business outcomes, influence goes up.

3) Build cross-functional trust. 

The best insights live with the people closest to the work. When they trust you, they’ll tell you what the spreadsheet never will.

4) Drive decisions.

Executives don’t need more data, they need clarity. Frame trade-offs, recommend a path, make decisions easy to act on. Then you’re a strategic partner, not just a reporting function.

5) Solve problems outside finance

Fixing bottlenecks in GTM, product, or ops grows your impact far faster than polishing another report.

The truth is simple:

You don’t grow your career just by getting better at finance.
You accelerate when you become more valuable to the business. 💡

That’s the shift Fiddelke made early.

And it’s exactly the shift high-growth finance professionals need to make now.

P.S. After 15+ years in the C-suite, 4 exits, and 2 IPOs, I now coach finance leaders on strategic storytelling, board communication, and executive leadership. If you’d like to explore working together, send me a DM.

12 career principles I’ve learned as a C-suite leader and 4x Board Director that I wish I knew on day one:

👇

1) Become the go-to person for hard problems. Solve what others avoid and you become impossible to replace. 💡

2) The best communicator wins.
It’s not the idea - it’s your ability to get others to believe in it.

3) You don’t get what you deserve. You get what you negotiate. Closed mouths don’t get promoted.

4) No one gets promoted for “doing their job.” Growth comes from stretching beyond your job description.

5) Make other people look good. If you help them win, they’ll pull you up with them. 🤝

6) Soft skills pay the highest ROI. Selling, influencing, navigating tough conversations - that’s leverage.

7) Speed matters. Fast movers get more opportunities because they create momentum.

8) Grow by being the least experienced person in the room. If you’re always the expert, you’re not learning anymore.

9) Being right isn’t enough. If you can’t persuade, you can’t lead.

10) Your first decade is about skills, not salary. Chase learning. The comp follows competence. 🎯

11) Reputation compounds. Every action builds or erodes your future opportunities. Protect it.

12) People don’t follow titles. They follow value. Become someone worth listening to.

What’s one lesson you wish you knew earlier?
Let me know in the comments.

My CEO once said in frustration, “Cameron, can’t we just agree for once?”

We were prepping board materials, and I kept pushing back on his assumptions.

Early in my career, I saw moments like this as conflict.
Now, I see them for what they really are - trust being tested. 🤝

The best CEO–CFO relationships aren’t built on harmony.
They’re built on truth.

My job isn’t to match the CEO’s optimism or nod along.
It’s to protect clarity.

Here’s what great partnership actually looks like:

🧩 Challenge privately, align publicly It builds credibility in both directions.

🎯 Speak in tradeoffs, not turf wars “What’s the cost?” and “What’s the upside?” are the real questions.

📊 Push for facts, even when it’s uncomfortable

Respect grows when you bring precision, not politics.

A good CFO manages numbers.
A great CFO manages tension.

Alignment doesn’t mean agreement.

It means friction delivered with respect - and clarity that elevates the whole company.

P.S. If you’re a finance or operations leader trying to build this kind of trust with your CEO, I coach leaders through exactly that shift. DM me if that’s where you want to grow.

If you’re a CFO getting labeled “too cautious” or “too tough,” here’s the real story:

You’re doing exactly what the business needs.

Here’s why:

1) You protect the company from bad spending

When the world expected Apple to chase splashy acquisitions, CFO Luca Maestri stayed disciplined. No wasteful M&A. No undisciplined expansion.

A focus on efficiency, capital returns, and precision in R&D.
Instead, he doubled down on operational efficiency, capital returns, and precision in R&D spending.

✅ Result: Apple’s stock value grew approximately 800%, and its cash reserves now exceed $160 billion giving it the freedom to innovate that no competitor can match.

2) You ask the questions no one wants to answer.

When Ruth Porat joined Google as CFO in 2015, she immediately started asking uncomfortable questions about spending priorities and accountability.

She cut unnecessary moonshot projects and demanded clarity on ROI for each initiative.
Critics said she was “too strict” for Google’s free-spending culture.

✅ Result: Google’s market capitalization soared from $384 billion to nearly $3 trillion during her tenure, and she set the standard for financial focus in Big Tech.

3) You choose integrity over popularity.

As a finance leader and later CEO, Indra Nooyi resisted pressure to optimize only for short-term profits. She pushed PepsiCo toward healthier categories.
A move Wall Street initially hated.

✅ Result: PepsiCo evolved into one of the most diversified and future-ready CPG portfolios while competitors played catch-up.

The traits people criticize in CFOs are often the ones that keep companies resilient when things go wrong.

Leadership isn’t about being liked. It’s about being responsible.

After 15 years in the C-suite, 3 M&A exits, and 2 IPOs, I now help VPs of Finance and incoming CFOs sharpen their leadership, communication, and board presence. If you want to operate like the strategic partner every CEO wants, DM me.

There have been moments in my career as a board director where I’ve looked around the table and realized I was the only one with my hand up.

And I felt a familiar hesitation → “Is it just me?”

But here’s what experience teaches you:

Board work isn’t about avoiding disagreement.
It’s about protecting the decision.

Asking the lone question isn’t a sign you’re out of sync.

It’s often a sign you’re seeing something others haven’t processed yet.

Here’s why those questions matter:

1) Timing matters → early questions prevent late surprises.

In the early 2000s, LEGO was near bankruptcy after expanding into too many unrelated products.

The board asked a pivotal question: “What business are we really in?”

Refocusing on core brick-based play laid the foundation for their turnaround. 🎯

2) Discomfort matters → the best questions feel awkward before they become necessary.

When a question feels risky, it’s usually because it challenges an assumption the group has quietly accepted as truth.

That’s when a board earns its keep - by seeking a truer picture, not a more comfortable one.

3) Conviction matters → if it sits in your mind, it deserves airtime. 🔁

In the 1980s, Intel was still clinging to its memory-chip business even as Japan dominated the market.

Andy Grove kept asking why Intel was fighting to save a business it had already lost.

That conviction drove Intel to pivot to microprocessors -A decision that shaped the next 30 years of computing.

4) Perspective matters → fresh eyes catch what familiarity filters out.

Teams closest to a decision stop seeing its weak points. 🧩

A question from someone less entangled can break the certainty loop and reframe the entire discussion.

Remember:

Board work isn’t about perfect alignment.
It’s about pressure testing the decision until it’s truly sound.

And sometimes the most valuable person in the room is the one willing to raise a hand when no one else does.

One of the most important leadership lessons I’ve learned is this:
Hire for capacity, not comfort.

I learned that 15 years ago at Goldman.

I had years of capital markets experience - but not the traditional investment-banking background.

A Partner hired me anyway.

She wasn’t optimizing for familiarity.
She was optimizing for growth.

→ She saw trajectory, not gaps
→ She saw velocity, not pedigree
→ She saw how fast I could scale, not what I hadn’t done yet

And she didn’t shelter me from the work.

From day one, I was staffed on the hardest deals:

📈 70-hour weeks absorbing the pace of banking
📊 High-stakes negotiations with seasoned clients
⏳ Tight deadlines building and defending complex models

It was intense, uncomfortable, and career-defining.

But that experience shaped how I evaluate talent today - as a CFO, as a board director, and as a leader of teams:

- Who learns fastest under pressure?
- Who can operate at altitude before they feel “ready”?
- Who grows into stretch, not away from it?
- Who has the judgment to scale into bigger roles?

Capacity is the real differentiator.

Not resume lines.
Not prior roles.
Not perfect pedigree.

The leaders who bet on capacity build organizations that outperform.

The leaders who hire for comfort build teams that stall.

I’ve seen $500M+ companies crash post-IPO.
On the other hand, I’ve seen $100M companies thrive.

At Goldman, I helped evaluate IPO candidates and prepare them for the public stage.

In Silicon Valley, I was Head of FP&A at Sunrun and Box through their IPO journeys.

I’ve sat on both sides of the table.

And the brutal lesson is always the same:
Maturity beats size.

Most CEOs and CFOs nail the table-stakes metrics:

✅ Revenue growth rates
✅ Market size projections
✅ Competitive positioning

But the real predictors go deeper.

Here are the 5 signals that separate IPO-ready companies from the rest:

1) Consistent Performance → Six or more quarters of steady execution, hitting guidance even when markets shift.

2) Operational Discipline → 5-day close or less, SOX-ready controls, teams that thrive under investor scrutiny.

3) Narrative Clarity → CEO and CFO can articulate the growth story in one sentence - and analysts can repeat it.

4) Leadership Alignment → Management and the board united on strategy, numbers, and messaging.

5) Market Pull → Analysts already tracking and investors leaning in before the S-1.

Here’s the truth:

💪 IPO ≠ graduation ceremony
🎯 IPO = starting gun for quarterly judgment

The companies that thrive don’t just prepare for a financing event.
They build the muscles of a public company long before they ever file.

The real question isn’t: “Have we hit $X in revenue?”
It’s: “Are we mature enough to deliver quarter after quarter?”

P.S. I advise CEOs, CFOs, and boards on IPO readiness, governance, and financial strategy, drawing on 20+ years across Wall Street and Silicon Valley, 3 M&A exits, and 2 IPOs.

If your company is preparing to go public, now is the time to build those muscles.

I’m passionate about empowering women and helping to close the gender gap in senior leadership. 

I spent 18 years in tech and biotech sales, holding positions as a VP and EVP, Sales. Along the way I introduced many brand new technologies to market, built a commercial organization from scratch, and scaled a hyper-growth team to achieve 9 digit revenue growth in 2 years.

Despite this success, I struggled for years with my transition from Manager to Director to VP, and even asked myself if I was cut out to be a senior executive.  

Finally, I ‘figured it out’ and had the confidence, knowledge and skills that I needed to be an impactful leader. 

My mission at Insights to Action is to help others get there by sharing what I’ve learned.

I want to use my passion to help more women transition to senior leadership and help leaders make that leap from unsure and unfocused to strategic, decisive and outcome driven - all without burning out. My goal is to help women thrive as executives, instead of merely surviving. 

I would love to work with you on your journey and look forward to connecting!

Read about what some of my clients are saying: https://www.insightstoactioncc.com/testimonials

Katy McFee

Insights to Action Coaching & Consulting

We help women who are aspiring executives break through to senior leadership and thrive as senior leaders, all without burning out. 

Services include:
- Group programs for women looking to break through to executive leadership
- Executive coaching for women executives
- Corporate workshops
- Keynote speaking

Founder & CEO

Invest Ottawa

Sales Advisor - Accelerator Program

Evidence Partners

Evidence Partners is the world leader in software for conducting systematic literature reviews for Clinical Evaluation Reports, HTA, and Evidence-Based Medicine. Evidence Partners software is used by academic, government and industry groups around the world to dramatically improve the quality, speed and transparency of systematic reviews and MEDDEV compliant Clinical Evaluation Reports.

EVP, Sales

Fullscript

Fullscript is a free online supplement dispensary & patient adherence tool - we support practitioners & the wellness of patients at the point of care and beyond.

Grew and scaled sales organization during hyper-growth period, achieving 9 digit growth over 2 years. 

Fullscript raised $240M USD in Series C funding in November 2021.

VP, Sales

Women Powering Technology Ottawa

Women Powering Technology (WPT) is an organization created to inspire, support, elevate and empower women in technology personally, professionally and together as a community.

Board Member / Chair

Spartan Bioscience

Global commercialization of Spartan's CYP2C19 and APOE systems and tests.

Spartan Bioscience is the leader in on-demand DNA testing. The Spartan RX CYP2C19 System identifies carriers of CYP2C19 mutations that affect the metabolism of common drugs. It goes from sample to result in less than 60 minutes from a cheek swab. The Mayo Clinic is currently using the device in a landmark 6,000-patient clinical trial. The Spartan system has received European and FDA regulatory approvals.

Head, Medical Division/ Director, Sales

Roche Diagnostics

Roche Diagnostics is part of the Roche Group including Diagnostics and Pharmaceuticals.  Annual revenues for the Roche Group are over $45 Billion Swiss francs.

Canadian National Representative for the Genome Sequencer FLX,  Managed and grew the next-generation sequencing business in Canada.  Also managed the NimbleGen (Microarray) product line in Central West Canada (Toronto to BC).

Business Development Manager, Gene Sequencing

Sigma Aldrich

Sigma-Aldrich is a leading Life Science and High Technology company, with customers in life science companies, university and government institutions, hospitals and in industry. Sigma-Aldrich operates in 40 countries and has over 7,600 employees providing excellent service worldwide.

Managed key accounts (total revenue $8M+) in Southwestern Ontario and Manitoba, growing the territory through strategic product sales.

Key Account Manager

DNA Genotek Inc

DNA Genotek specializes in DNA collection products from saliva. Oragene is now used by thousands of customers around the world, including Quest Diagnostics and 23andMe. In 2011, DNA Genotek was acquired by OraSure Technologies for $53M.

One of the first sales reps- introduced the Oragene product to market, making some of the first Oragene sales globally. Played an integral role in the early growth of the company by establishing large commercial customers, research and government accounts.  Led a team of 6 reps.

Account Manager/ Sales Manager

I help women become execs and thrive in leadership - Former Exec | Certified Coach | Forbes.com contributor

At Insights to Action I help female execs and aspiring female leaders become the leaders they want to be and thrive as executives all without burning out. 

I offer group coaching programs for women looking to break through to executive leadership and 1:1 immersive executive coaching for current execs who want to level up and show up as the amazing, effective leaders they know they can be, while still living a life they love.

My work rules:

- NO meetings on Fridays
- Block off lunch every day
- No client sessions on Mondays
- No meetings before 9am or after 4:30pm
- No evening or weekend work (unless I choose to)
- No working with clients who aren't aligned with my mission or vision. 
(Even if they want to pay me lots of money)

When I post this, some people actually get pretty upset.
Others are just confused...

"But... how can you build a successful business this way??"
"There's no way your business can be doing that well..."

But the truth is, my business has grown crazy fast,
And continues to grow

Here's how:
- I'm fully present with every client/meeting and NEVER multi-task
- I only focus on what matters, instead of doing too much
- I'm highly efficient during my work day (my phone is on 'focus')
- I'm cognitively sharp because I'm not overworked
- I time block, allowing me to get a lot done

Meaning, my work rules are HELPING me build a successful business!
Not holding me back. 

If we've learned one thing from all the crazy happenings of the last 5 years, it's this:

Put yourself first.
If you don't, who will?
✌️💜

PS. If this post makes you feel activated, ask yourself why. Is it because you don't feel as though you have permission to create firm boundaries?

JSESSIONID

li_at

Talks about #careers, #leadership, #womenleadership, #executivecoaching, and #diversityandinclusion

#1 in helping women become VPs and thrive in leadership | Former Exec | Certified Coach | Forbes.com contributor | Host of More Women Promoted Podcast

Jacqueline (Jackie) Menzel

As a new manager, I noticed giving feedback to men on my team was no problem,

But to the young women? They fell apart...

Not gonna lie - this really surprised me

It had never even occurred to me that there would be a gender difference in this area

And in thinking about it, I believe it comes down to conditioning.

As women, we often did not grow up receiving a lot of constructive feedback

Generally speaking, we were taught to be 'good girls', to put our hands up, to sit nicely in class... and we gladly complied.

Meanwhile, our male counterparts (generally speaking) were subject to more correction...

So while we grew up getting good girl pats on the head - and internalizing the concept that this is what made us good as people 

They grew up getting used to 'feedback'

Fast forward 10-15 years, and we all enter the professional workforce

Man gets told his report needs some editing. His response, "I'll get on it"

His internal narrative - 'The rest of my report must be amazing.' 

Woman gets told the same thing. Her response, "Absolutely, I'll make this change"

Her internal narrative - 'How did I make such a dumb mistake? I suck at my job.' 

So what can we do about this?

1. As parents, we can raise our girls to accept feedback for what it is and stop expecting them to be perfectly behaved little girls.

2. As women, we can acknowledge our prior conditioning and start working on receiving constructive feedback, without assuming that it's anything more than that. 

Positive self-talk is a key component of this.

3. For men who may be giving feedback, being aware of how someone may perceive direct feedback can help. 

Ensure that your employees feel valued through the process and create a culture of open, supportive feedback in an environment of trust.

The last thing I'll say is that an open, supportive feedback culture is good for everyone, men and women alike. 

Regardless of gender, feedback should always be paired with kindness. 

And ladies, you're amazing. You've got this. Remember that! ✌️💜

I've made a powerful change to how I speak:

Instead of saying "Sorry"
I say "Thank you"

If someone points out an error, instead of saying "OMG, I'm sorry about that!!"

I say, "Thanks for catching that. I'll make that change right away."

Instead of saying "I'm sorry I can't come to the event"

I say, "Thanks for thinking of me, I can't attend but maybe next time"

Instead of saying, "I'm sorry we're starting 5 minutes late"

I say, "Thanks so much for your patience. Let's dive in."

It may seem like a small thing, but it speaks volumes.

Why make this change?

Here are 3 data-backed reasons:

1. Apologizing too frequently reduces self-esteem.
2. When you over-apologize, people lose respect for you (key = over).
3. When you apologize too often, it makes real apologies seem less sincere.

This doesn't mean you should NEVER apologize.
But save it for a situation that actually warrants an apology.

For many people, apologizing is a verbal habit.
It's not even intentional, and you may not realize you're doing it. 

Lesson: Be intentional about when you apologize 
You'll come across as more confident and it will mean so much more when you do apologize. 

Plus, thanking someone feels great for both of you!

Do you have any verbal habits that you've changed? 
Let me know in the comments ✌️💜

Ever been judged by other women at work? 

Here’s the truth that most don't consider:

We've all heard the narrative that women don't support each other
Because we're threatened or competitive

I've ever heard people say that's how women are designed! 
(ummmm... no)

Here's another perspective:

Women may be judging you 
Because they haven't given themselves permission
To live the way you're living.

YOU represent what they feel they can't have.

I had this epiphany recently,
Talking to a woman who had a long corporate career

She was sharing stories about the judgement she received:

- When taking a break at lunch
- Coming in late or leaving early
- Doing a walking meeting with a colleague

And that this judgement always came from other women!

Reflecting, this made perfect sense to me.
Many women never give themselves a break!

As women, we feel as though we need to do it all.
And if we struggle to take these liberties,
It's easy to judge others who do

Whereas our male counterparts often have no issue doing what's right for them
So they don't care when we do it too!

Basically, it's rooted in jealousy,
Not malice.

So, ladies, this is your reminder:
It starts with us.

Giving ourselves some empathy
Giving ourselves a break.

Allowing ourselves to create the boundaries we need to thrive,
Not just survive in our jobs.

Because once we do that, 
It's really easy to support other women doing the same thing.

In fact, women who do this often become one another's biggest cheerleaders ✌️💜

I remember having no clue why I wasn't being promoted

I was running the sales and marketing function
I was part of the senior leadership team
I was working my a$$ off
Reporting to the CEO
My team loved me

And I was still being told I wasn't 'ready'

I did all of this for 5 years and never got that VP title

And I see so many of you in the exact same situation

The good news is, I finally figured it out 
And went on to become a successful VP and EVP

Here are the 3 lessons I learned:

1. If you're feeling stuck like I was, it doesn't mean you aren't ready
It may just mean you don't know how to show people you are

And this is 100% learnable. 

2. If you're running around like crazy in back-to-back meetings,
It's really hard to show up as an effective executive

Slow down to speed up.

3. A proven system and the right support make it 10x easier and faster
My sponsor was a key reason I became a VP

And I've since helped hundreds of women start to show up as VP-ready with my proven system

Just last week, two MORE women shared promotion announcements with me!! 

If you've been following me and looking for a sign to join my VP coaching program, this is it

Until Nov 30th, I'm offering a $900 discount off the price of the program 
This is your opportunity to make 2026 the year you get promoted. 

We start in January. 
DM me if you want in!
✌️💜

Women: Ever been called 'too assertive'?

This happens all the time - to women... 
But have you ever heard a man described this way?

Of course not! 

This "feedback" is rooted in bias and gender stereotypes
And it happens every day.

Assertiveness is seen as a key leadership trait,
And it's considered a good thing,
In men.

But in women, not so much.

Why??

Well (here come the gender stereotypes),
We're conditioned to see women as warm and nurturing,

So when we act assertively, people's brains get confused, resulting in something called the likeability backlash.

And this backlash can actually have a negative impact on women's careers!

So, to summarize:
When women display a leadership trait,
It can negatively impact their careers.

Believe it or not, I'm not trying to depress you here...

As women, we can learn to communicate in ways that allow us to be assertive,
And also combat the likeability backlash

And I teach this to women every day,

But truthfully, I'm waiting for a time when we don't have to do this

Let's stop asking women to jump through hoops
And just broaden our perspective on what a leader looks like ✌️💜

*Repost if you agree because more people need to hear this message!!

The most successful people wake up at 4am

Average guru morning routine:
- up at 4am
- freezing cold shower
- drink some lemon cayenne water (remember, we're fasting until dinner)
- make bed
- run a marathon
- read an entire book
- write an entire book
- another freezing cold shower
- mediate for 1hr
- make bed one more time
- start work

Okay, I'm kidding a little, but we've all seen these crazy routines! 

On the flip side,

Here's a typical morning for almost ALL of my career:
- never woke up before 6:45am
- shower in the morning? HA! Good one.
- never, ever skipped coffee (seriously??)
- spent my mornings chasing my kids around
- made it to my first meeting with 0 minutes to spare. Okay, sometimes 5mins late.

What's my point?

Well first, blanket advice is BS

A single, 27-year-old guy DOES have more hours in the day than a 38-year-old single mom of 3

We don't all live the same life,
And that's ok.

Second, you don't need the perfect 'guru' routine to be successful

I worked my way up to becoming a VP and EVP,
All without 5am runs or freezing cold showers

Now that I'm running my own business and have more freedom at work and support at home, I've made some changes:

- I'm up at 6:15am (sometimes earlier)
- I exercise and meditate in the morning before work

But these things aren't REQUIRED to build a happy life or successful career.

Do what works for you. 

And it's a-ok if 5am wake-ups and cold plunges don't make the list ✌️💜

I’m a woman and mother...
And I'm also ambitious and career-driven

I'm a professional...
And I also have tattoos, wear ripped jeans and drop the occasional F-bomb

I’m a vegan...
And I’m also strong and healthy (and yes, get enough protein)

I’m in my mid 40s...
And I'm also in the best shape of my life, and full of energy

Ladies, let’s stop worrying so much about:
- Aging
- Haters
- Stereotypes
- And what we 'shouldn't' be able to do

And let’s start deciding which stereotypes we're going to smash

Because guess what?
People WILL have opinions about what you can and can’t do...

But only you get to decide whether you want to listen 
Or prove them wrong. ✌️💜

PS. Tell me, what are you doing that you didn’t think you could?

We’ve just helped 2 more women land first-time Sr. Director & VP roles! 🎉

These clients make on average $50K more than their last role. 👏

Here's what most people don't realize:
The key to getting to that next level is 100% learnable

All you need is the right system and guidance.

Want to be next?

If you’re looking to become a VP and you’re:

- A woman working in corporate
- At the Sr. Manager, Director or Sr. Director level
- Ready to be part of the best club around

Apply to learn how we can help you land a VP role and crush it!

(Without burning out...)

Apply using the link in the comments or go to insightstoactioncc(dot)com/apply and I'll send you the info! ✌️💜

Milestones are fake

I felt behind because I was single at 26
And it seemed like everyone else was getting engaged.

I felt behind because I took 6 years to finish university,
While my friends were starting real jobs 

I felt behind because I wasn't a VP at 35
While my male peers seemed to be getting promoted ahead of me.

Here's the thing:
I ended up finding true love at 39
I've built the career of my dreams
I became a VP and EVP in the end

It all happens in good time.

Instead of stressing out because you're not there today

Try to find the good in where you are.

Yes, take action to achieve your dreams.

But remember that life is all about the journey.

And you're on your own path ✌️💜

PS. I look at my life now, and I wouldn't change a darn thing.

3 myths I need to bust about the gender pay gap:

1. Women make less because we negotiate less

I thought this was true for a long time!  But in a study from a couple of years ago, women negotiated MORE than men...

And we were still paid less. 

2. The gender pay gap is the result of choosing different professions. 

Not true. Unless you consider 'woman doctor' or 'women lawyer' a different job

3. Becoming a parent impacts salaries for all parents

Ha! Not at all. 

Men's pay goes up by 6% for each child born and women's decreases by 4%.

I'm sharing this because for many women, this time of year represents the weeks/months that we work for free compared to our male counterparts

Because of the pay gap.

Unless we get serious about making real change, 
This gap is expected to persist for another CENTURY

This is what bias looks like.

And this is why I want more women at the table,
Making these changes from the top.

But for today, I just want to help women make more money!

If you struggle to negotiate and want some help,
Grab my free negotiation guide for women here: https://lnkd.in/dxU_arsP

Repost to spread the word and help more women get that next raise. ✌️💜 

And follow me Katy McFee for more posts on women in leadership.

I've only had 1 woman boss - for 5 months of my 18-year corporate career, 

I worked at 6 different companies during that time...

Yall, this is crazy! 

The one woman boss I did have was awesome
She was super smart and inspiring.

And... her boss (the Director) was also a badass woman leader...
This short time had a major impact on what I believed I could achieve.

It allowed me to see myself as a powerful woman leader. 
Because I saw other women doing it. 

It planted the seed...

Just a few months later, the company changed the reporting structure, 
I had to report back into the Canadian team,
Where my manager and his boss were both men.

Maybe you're thinking... does the gender of who you report to even matter?

Absolutely, it does!

By the time I was a director, trying to become a VP for the first time, 
I had NO female mentors or role models to look up to...
Or to reach out to for advice and guidance.

I had one amazing mentor who was a man,
And I'm truly grateful for him,

But advice from a 6'3" alpha male with a stay-at-home wife isn't always applicable!
I was the only woman at the table and a single mom...
I was in a different boat.

When I realized this number - 5 months - it really hit me...

This is why I'm so passionate about having more women executives,

And why I'm so passionate about helping other women break through to executive leadership.

I want to be the role model I never had for others,
I want to take you by the hand and show you the ropes,
And then I want you to do it for other women. 

That's my 'why' ✌️💜 

PS. If you're looking for a woman to help you get there, DM me and let's chat.

Women work harder than men to become executives

Like it or not, that's just the truth.

I've seen this anecdotally, and the data supports it

Let me explain:

The leadership gap starts at the very first promotion to manager
And at every level, women will have a harder time earning that promotion.

As a result, the women who actually do become senior leaders
Tend to be hyper-achieving, highly accomplished and very talented

We've set the bar so high for women
That the ones who clear it can often run circles around their male counterparts

And yet... one of biggest challenges senior women share with me is a lack of confidence!
An unrelenting feeling of imposter syndrome

So the goal of this post is to talk to those women:

If you're a women in (senior) leadership,
And you aren't sure you belong,
Let me be the one to tell you:

Girl, you freaking belong.

Believe me. 

You probably belong more than some of your male counterparts,

And it's time to start owning the seat at the table you worked so hard to get.

Ladies, remember this:

They've set the bar crazy high for you
You cleared that bar and got a seat at the table
You belong there just as much as anyone else ✌️💜

PS. If you want a seat at the table and haven't found the right mentor to help you get there, send me a DM. Let's make 2026 your year. 

Follow me Katy McFee for more posts on women in leadership

Diversity isn't having 1 woman at the table,

Or hiring people who look different than you,

I was on a management team that appeared diverse on the outside 

But it really was not...

Other than me:
- Everyone was male
- Everyone was an introvert
- Everyone had similar ideologies
- Everyone had a stay-at-home wife

None of these things are bad,

But an environment where people think and live similarly 
Runs the real danger of creating an echo chamber

And when this happens, you don't gain the benefit of having a diverse team

Which is: an environment where diverse ideas are brought to the table.

If you truly want to benefit from a diverse team, consider:

- Hiring neurodiverse candidates (and properly accommodating them)
- Creating teams of people with differing philosophies and ways of thinking
- Ensuring you have a solid mix of introverts and extroverts
- Hiring people of a diverse age range

This is IN ADDITION to ensuring you're hiring POC and you have women at the table!

(Those things are table stakes IMO)

We often have a narrow view of diversity and what it means. 
We hire someone who doesn't look exactly like us and think we've done our job.

Let's do better ✌️💜

Making money used to be my #1 goal

And I do not apologize for this! 
(Or regret it)

Growing up, I saw the same trend over and over:

Women relying on their husbands financially, 
And either a) having no power in the relationship 
Or b) getting screwed if things didn’t work out.

I remember saying:
"I will never rely on a man for money. 
I will always be self-sufficient"

And in the years that followed, I made sure I was.

I worked my a$$ off for many years to make it happen.

And I received my fair share of judgement when my kids were little 
Because I worked a lot and traveled for business

Are there things that I regret missing?
Yeah, of course.

But on the flip side:
- When I got divorced I was able to buy my ex out of the house so the kids didn't have to move
- When I had to leave an abusive relationship, I had the power to walk out because I was not financially dependent
- When my eldest needed additional resources, I could send them to a Montessori, where they are truly thriving

These things all require money.

With all of this behind me, making money is no longer my top priority, 
And for that I'm grateful

But my ambition served its purpose, and I wouldn't change it.

It gave me choice and security, for myself and my kids.

So here’s your gentle reminder:

1. Ladies, it’s ok to care about money.

We often feel guilty about wanting to make money.
But this gives us choice and freedom, and we're allowed to want this. 

2. Think twice before judging someone's priorities.
We all have our own stories and situations that shape our motivations ✌️💜

Corporate hustle culture is dead.

Or quickly dying... And I'm here for it!

It's easy to see what's killing it:

- Burnout following a global pandemic while homeschooling kids
- 10s of thousands of people... or is it now hundreds of thousands... laid off from companies they loved and believed in
- The realization that we're no longer willing to put up with long commutes or 10hr days at the office for no reason

There has been a shift, and things are not going back.

More people than ever are
- insisting on flexibility at work
- building their personal brands online
- unapologetically creating a side hustle
- turning their side hustle into their full-time gig
- prioritizing time with their kids over spending 12hr days in the office

And I think it's amazing!

If you want to build a career you love, you still need to work hard

But there's more space for boundaries and creating your own path than ever before

I see more women leaders than ever, who are showing up in the boardroom and also unapologetically blocking off their calendars at 3:30pm to do bus pick-up

We've seen the light, and we can't unsee it

Who's with me? ✌️💜

We tell girls they can do anything they want

The truth is, this just isn't enough...

If we aren't giving boys this message
We'll never see real change

The reality in today's society is this:

Men hold the power. So...

THEY need to believe women are equal
THEY need to be ready to promote more women
THEY need to take on more domestic work at home

If we want to see real change, we need both men and women on board.

My partner does most of the meal prep/ dinners during the week,

He does more than half of bedtimes with our 5-year-old,
He gets him dressed and makes his lunch every day,
He does school drop-off and pick-up. 

He gets breakfast ready while I'm working out.

We are modelling non-traditional gender roles in our home
And it's 100% intentional.

I want my boys to be those men.

We need to model the behaviours and have the conversations with our boys
In addition to inspiring our girls to take on whatever they want in life

Relying on telling girls they can do anything they want 
Is making them solely responsible for fixing the gender gap

And frankly, it's not enough to make real change. 

This is the time to shape the next generation
Who's with me? ✌️💜

Follow me Katy McFee for more posts on women in leadership

I *thought* I was super healthy!!

But recently, I discovered there was more to my story under the surface...

For context: 

I'm 46, vegan and have been invested in health my entire life
I exercise regularly, eat (mostly) whole foods and meditate daily

I wear a Whoop
I almost never drink alcohol

Y'all.. I do all the things!

I thought that I was about as healthy as they come

Not long ago, I was offered the opportunity to try out NiaHealth

This is a proactive health platform that tests 150+ biomarkers and provides an assessment to help you live a longer, healthier life.

Of course, I jumped at the chance - I love this stuff!

They came to my house, drew some blood and got a urine sample

And just a few days later, I got the results that shocked this overachiever:

Suboptimal (ie. elevated) LDL and non-HDL cholesterol levels!

WTF?!?!

Now, the great thing about their test is that they also test for the specific subfactors 
That we know matter most for cardiovascular risk:  LP(a) and ApoB 

In my case, both of these are optimal, which is great

So I know there's no emergency,
But it's still something I should focus on lowering to decrease my risk.

(*And luckily they provide next steps for how to do that)

The other thing I discovered is that my blood pressure is reeeeaaally low
Low enough that I should also keep an eye on that...

Here's the lesson: Just because you're healthier than "most", 
Just because you look healthy on the outside,

Doesn't mean you're 100% healthy

These tests are available to the general public and honestly, if you can swing it, you should invest in this

Yes, you have to pay for them
But the information they give you can have a huge impact

It certainly has for me....✌️💜

Most women are afraid to share their wins

And it holds them back. Here's why:

First, I'll say that the reasons women don't advocate for themselves are 100% valid:

1. You've been conditioned your whole lives to be good, polite, and work hard with your head down

Those beliefs and behaviours are deeply ingrained.

2. You face real bias in the workplace, and speaking up can get you labelled as 'difficult' or 'b!tchy'

We know this, so we avoid it. 

3. No one has ever taught you how to do this in a way that feels good

Without a guide or a process, you're left to handle these awkward conversations on your own... 

These things are all true
And they can be great excuses

But I promise you, they aren't serving you
And they definitely aren't helping you land that promotion

If you aren't creating regular visibility into the great things you're doing

You will never get the recognition you deserve

Working hard with your head down simply does not work

This is a topic I feel passionately about

Because there's nothing I hate more than seeing a smart, ambitious woman 

Whose career is stalled because she isn't sharing her wins and goals.

I've discovered that with the right process and frameworks

It's actually really easy to create visibility into the great things you're doing,

And your career goals.

I've put all of this together into my workshop:
From Invisible to Influential: My 4 Step Recognition Framework

Spend 90 minutes with me
And leave with actual tools you can start using right away to get the recognition you deserve and need. 

We'll workshop 5 exercises so you know:

- What the right things to focus on are
- How to create weekly visibility in a way that's effective
- How to ensure you're talking about career goals every month
- Who you need to focus on outside of your manager
- How to ensure these stakeholders see your value

I ran this workshop 2 weeks ago, and the feedback was so strong that I've decided to do it one more time this year and it's happening tomorrow!

Register here: https://lnkd.in/ds8A54zT

Let's get you seen, and promoted ✌️💜

Can we stop calling it bragging?

Your boss NEEDS to know your wins!

I know so many women who are amazing at advocating for their teams,

But terrible at advocating for themselves.

And that includes sharing their wins with their manager.

They don't want to feel like they're "bragging"
They hope that just working hard and creating results is enough

But ladies, it's not enough.

Your boss is thinking of a million other things
And keeping them up to date on key updates and wins is actually a gift!

So let me reframe this for you.

Sharing your wins is not bragging, it's:

- Providing your manager with updates they can report up the chain
- Giving them key information they can use to make decisions
- Helping them see your impact, so they can further develop you

When you share your wins in the right way, 
It will feel good for both you and your manager.

And to help you do that, I've created a workshop that I'm hosting on Thursday at 7pm ET:

From Invisible to Influential: The 4-Step Recognition Framework

You won't just learn what you need to do,
You'll actually workshop 5 exercises and leave with next steps you can take this week!

Sign up here: insightstoactioncc(dot)com/workshop 

✌️💜

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