NexusPoint Project Management L.L.C.

We help service-driven organisations strengthen leadership pipelines and improve operational consistency through Strategy Days, leadership development and practical coaching.

We partner with HR and L&D leaders across MENA and Asia, with deep experience in hospitality.

Focus areas:
✅ Leadership presence under pressure
✅ Delegation without losing control
✅ Accountability and feedback in multicultural teams
✅  Communication that builds trust and clarity

Learning is designed to fit busy operations: practical, applied and sustainable. We also facilitate Executive Team Strategy Days to agree must-win priorities, align leaders across functions and set a 90-day execution plan.

Co-Founder & Principal

Jeff Ross GmbH

Workshops and coaching for service-driven SMEs across Switzerland and Europe.

Our focus:
✅ ‘Starting up successfully’ workshops for aspiring wellness, beauty, spa and hospitality founders: clarify your offer, build a business plan and map your first 90 days.

✅ Leadership workshops and coaching for owners and founders
Designed for the scale-up stage: hiring first employees, onboarding a team and learning to lead.
Practical modules include:
• From founder to people leader
• Onboarding playbooks and first-90-days plans
• Delegation without losing control
• Feedback, accountability and simple performance rhythms
• Communication across levels and cultures

✅ Succession planning and mid-level development
Identify successors, prepare supervisors for promotion and stabilise day-to-day performance.

Our approach:
Short, practical sessions with follow-on coaching so progress sticks.
Our primary market is Switzerland and Europe. For MENA & Asia programmes, see NexusPoint (Dubai).

Owner

Tetr College of Business

Sharing leadership and team development insights with business students and early-career professionals preparing for entrepreneurship & management roles.

Ambassador & visiting Expert

Batgroup

Led the integration of a well-established service brand into a new group structure while maintaining client trust and team culture.

Key outcomes:
✅ Aligned legacy operations with new systems and metrics
✅ Guided branch leaders through structural and role changes
✅ Strengthened sales performance through clearer accountability

This experience deepened my ability to balance people, systems, and results during transition.

General Manager PFA (Putzfrauenagentur)

Finnish Chamber for Impact Partnerships (FC4IP)

Advised leadership teams in mission-driven organisations on leading growth without losing cultural alignment.

Facilitated strategic planning, leadership identity work, and cross-border collaboration.

Primary Consultant

InnoPark Suisse SA

Selected for a leadership development program focused on entrepreneurship and project execution in evolving markets.

Completed certifications and applied learning in:
✅ Project Management (IPMA Level D)
✅ Communication, agile leadership, and digital business models
✅ Clean tech market expansion strategy for EU entry

This experience broadened my strategic toolkit and strengthened my ability to coach across industries and roles.

Leadership & Career Development Program Participant

Apple

Led large, diverse teams in a high-performance, customer-focused environment.
Coached new managers through their leadership transitions and built teams grounded in trust and accountability.

Key achievements:
✅ Developed internal talent into senior leadership roles
✅ Maintained operational consistency through major transitions
✅ Built engaged, reliable teams under high pressure

Apple taught me how to build leadership capacity while delivering results — a lesson I now share with my clients.

Retail Leader

Swissôtel Hotels & Resorts

Directed resort and city operations with multinational teams, balancing owner expectations with service excellence.

Highlights:

✅ Built leadership depth within operational teams
✅ Improved team engagement and guest satisfaction
✅ Led organizational change with clarity and care

Hotel Manager & General Manager

Starwood Hotels & Resorts Worldwide, Inc.

Held multiple management roles leading to opening Hotel Manager at a flagship St. Regis property.
Learned to lead through complexity, scale, and cultural diversity — the foundation of my current coaching approach.

Highlights:
✅ Opened a luxury resort in Bali and led full post-launch operations.
✅ Led the operational integration of a Le Royal Méridien property in the UAE after the brand's aquisition.
✅ Drove Six Sigma initiatives to improve service flow and guest satisfaction at 2 luxury properties in Spain.

Progressive Leadership Roles

Various Hospitality companies

Built hands-on leadership experience in luxury hospitality across, Europe, the US, the Middle East and Asia.
Learned how service excellence and people development connect — a principle that drives all my coaching today.

Earlier roles

Change Leadership, General Manager PFA @ Batgroup & Member of the Board @ Putzfrauenagentur

Leadership isn’t about volume.
It’s about clarity, confidence and direction when the pressure is on.

I partner with HR leaders, GMs and Executive Teams across MENA & Asia to strengthen leadership capability from the ground up. My work sits where strategy, people and day-to-day execution meet in service-driven organisations.

Most performance issues in hospitality, retail and education aren’t about effort.
They come from three gaps:

❌ Leaders promoted before they’re ready to lead
❌ Executive Teams pulling in different directions
❌ No clear pipeline or succession to stabilise performance

So my work covers both sides of the leadership equation:

Strategy & alignment for senior teams
Facilitated Strategy Days that help GMs and Executive Teams:
✅ Agree a small set of must-win priorities
✅ Translate those into a 90-day execution plan
✅ Build the clarity and focus teams need to perform
✅ Name the leadership behaviours that sustain results

Leadership development for emerging & mid-level managers
Practical, human-centred programmes that build the skills to lead through others, communicate with clarity and coach across cultures.

Coaching & capability building
1:1 and group coaching, Train-the-Trainer, and tailored L&D that strengthen the pipeline and reduce turnover.

Across 25+ years with Apple Retail, Swissôtel, St. Regis and service organisations in Europe, the Middle East and Asia, one truth holds: engagement and commercial performance rise when leaders at every level know where they’re going and how to bring their people with them.

If you’re building your leadership pipeline or want stronger alignment at the top, I’m happy to explore how we can work together.

📞 Book a call: https://jeffross.as.me/

Jeff Ross

Top sellers stall when asked to lead.
Coach ICs now with lean prompts.

❌ Over-index on product expertise.
✅ Balance with coaching, listening, inclusive leadership.

❌ Feedback as annual event.
✅ Weekly 10–15 minute coaching conversations using SBI+.

❌ “Be more proactive.”
✅ Decision logs that capture judgment under pressure.

Fallout → Brilliant sellers, poor team leaders.
Fix → Clear thresholds: delegate during a peak, lead a small recovery.

Because inclusion drives voice, we hard-wire “invite the quieter voice” into stand-ups and handovers.
Outcome: candidates who already lift others.

To see the manager-as-coach prompts we use, message me and I’ll send the guide.

Helping hospitality and service brands align strategy, strengthen pipelines and deliver consistent performance | Strategy Days, L&D and coaching | MENA and Asia

Top sellers stall when asked to lead

Your manager gap began two promotions ago.
Build a leadership pipeline with this 90-day path.

❌ Cut layers, expect senior leaders to plug the gap.
✅ Grow capable first-line leaders who stabilise shifts.

❌ Promote on technical mastery alone.
✅ Promote on observed coaching, safety, and service recovery.

❌ Hope people “figure it out”.
✅ Give ICs a 90-day roadmap with on-shift experiments.

Fallout → Directionless teams, inconsistent standards, supervisor burnout.
Fix → Skill sprints: trust, influence, feedback, delegation, conflict, recovery.

Because development must fit rota reality, each rep is 2–15 minutes and logged. Managers coach, not carry.

Outcome: a bench of calm coordinators who can run briefings tomorrow.

If you want the playbook that underpins this, comment “Playbook” and I’ll send it.

Your 'missing managers' problem

If complaints spike, you’re too late.
Preload micro-leadership with this plan.

❌ Wait for complaints to spike, then book workshops.
✅ Build micro-leadership before the badge.

❌ Abstract competencies no one can see.
✅ Observable thresholds: run a 10-minute huddle, deliver SBI+ feedback.

❌ Annual talent reviews with thin evidence.
✅ Decision logs, peer feedback, capstone stories you can trust.

Fallout → Firefighting culture.
Fix → 70% on-the-job stretch with manager-as-coach prompts.

Because psychological safety predicts team effectiveness, we teach “Thank, Ask, Normalise” on live shifts.
Result: steadier service, earlier escalations, fewer near-misses.

If you’d like our L&D framework that powers this, send a note and we’ll walk you through it.

Stop training managers after the damage shows up

Strategy won’t save a shaky front line.
Six shift sprints make service dependable.

❌ Promotion-first, training-later creates “accidental managers”.
✅ Prepare high-potentials on shift before the title.

❌ One-off workshops.
✅ 70-20-10, with bite-size reps inside real service windows.

❌ Theory-first decks no one opens.
✅ Micro scripts, logs, and stand-ups people actually use.

Fallout → Missed standards, erratic guest recovery, churn.
Fix → Six 1–2 week sprints that build trust, coaching, delegation.

Because first-line leaders shape up to 70% of engagement, the cost of waiting is visible in your NPS and absence line.

Results you can expect: ready-now candidates who already run huddles, coach peers, and surface issues early.

If you’re building a 2025 pipeline in customer-centric operations, message me to discuss your sites’ needs.

JSESSIONID

li_at

Front-line managers have more impact than strategy has.

On paper, many service organisations look stable: good brand, decent demand, solid product.

Underneath, everything depends on a tiny group of managers holding the whole thing together.

When one leaves, the cost is bigger than a vacancy:
❌ Productivity dips while others “cover”
❌ Standards slip just enough for guests to feel it
❌ Confidence drops and people start looking elsewhere
❌ Recruitment turns reactive and costly
❌ Revenue opportunities are missed as priorities keep changing hands

That isn’t just a people risk. It’s a financial risk.
Gallup’s lesson is consistent: people don’t leave in the abstract. They leave environments where managers are overwhelmed and under-supported.

If you have no pipeline, then:
❌ Every promotion is a gamble
❌ Every resignation is a small crisis
❌ Every strategy is more fragile than it looks

Succession planning isn’t a corporate luxury.

It’s basic risk management for any hotel, school, clinic, or service business that runs on human performance.

Prepare people before you desperately need them.

Middle managers stuck between messages.
Give them crisp, consistent signals.

Executive teams in hotels and service businesses work hard.
The problem is not the effort you put in.
It is direction.

When the senior team is misaligned, you see it everywhere:
 ❌ Leaders pulling in different directions
 ❌ Conflicting signals about this quarter’s priorities
 ❌ Departments optimising for their own metrics
 ❌ Middle managers stuck between messages
 ❌ Frontline teams guessing where to put their energy

Engagement drops not because people don’t care, but because they stop trusting the signals.
 Then the financial impact lands fast:
 ❌ Turnover in key roles
 ❌ Slower response to market moves
 ❌ Lost revenue through inconsistency
 ❌ More firefighting, less improvement

Across hotels, retail, and services, one thing has been consistent:
 When the top team aligns on a handful of must-win priorities, everything beneath has a chance to stabilise.
 
Clarity at the top creates confidence in the middle.
 Confidence in the middle unlocks energy on the front line.
 That’s where guests, customers, students, and patients feel the difference.

Engagement is about seeing the direction clearly, and leaders walking it together.

If your top team’s priorities aren’t aligned, let’s pressure-test them together. Book a complimentary 30-minute call and I’ll outline a focused alignment sprint you can run immediately.

Those weekly updates feel busy, not better.
Swap noise for direction in one day.

Hospitality, retail, service teams: you’ll recognise this pattern.

❌ Operational updates, staffing gaps, guest feedback, budget variances, firefighting.
Important. Necessary.
But not the work that aligns a leadership team.

✅ The work that does:
What are the 3–5 priorities for the next 90 days?
Where are we misaligned without noticing?
What do our people need us to clarify?
Which capabilities are missing to execute consistently?

When leaders make room for this, everything steadies:
Engagement holds. Turnover eases.
Middle managers stop guessing.
The frontline gets a clearer signal.
Customer experience becomes consistent.
Financial performance gets less erratic.

Boundary → Because: alignment doesn’t happen between agenda items, it happens when leaders pause, sit together, and focus on direction, not just today’s noise.

The most underrated tool isn’t coaching or training.
It’s one uninterrupted day to think, decide, and commit together.

Give your team that day. Twice a year. Then hold the line.

Training often dies at the lunch rush.
Use on-shift cues that stick at peak.

❌ E-learning that dies at peak.
✅ Two-line prompts managers can use at 12:30.

❌ One-size modules.
✅ Sector examples: queue flow, top-10 stockouts, tour-bus arrivals.

❌ “Forever” changes.
✅ Bounded experiments: next 30 minutes, this service period.

Fallout → Skills don’t transfer to the floor.
Fix → On-shift practice with buddy circles and manager check-ins.

Because we measure behaviour, not attendance, leading indicators move first: briefings run, feedback given, conflicts de-escalated.

If you want a copy of the 90-day Emerging Leader Sprint, reply “90 days” and I’ll share it.

Training that survives the lunch rush

🇦🇪 On UAE National Day, we celebrate vision.
But it is our leaders who will decide whether we reach it.

The UAE Vision 2030 and the Fifty Economic Plan are bold:
a highly productive, talent-rich, service-driven economy that can compete with the best in the world.

That future runs through our workplaces - especially hospitality, retail, tourism and service businesses.

But the latest Gallup data for MENA tells a different story:
• Only 14% of employees are engaged
• 24% are actively disengaged
• 46% are looking for another job
• Daily stress is at 48% - among the highest globally

No country can deliver its full economic vision with a workforce that is exhausted and unstable.

And yet, this is not a vision problem.
It is a leadership problem - particularly in the middle management layer:

The managers who open and close the stores.
Who run the shifts.
Who approve the holidays.
Who coach (or do not coach) their people.
Who turn strategy slides into daily reality.

If that layer is overwhelmed, untrained or purely task-focused, we will not get the engagement, service quality and retention that Vision 2030 assumes.

The good news?
This is fixable - and the ROI is significant.

When we:

✅ Help strong individual contributors transition into people-centred leaders
✅ Build psychologically safe, engaged teams
✅ Create a feedback and learning culture instead of fear and firefighting

…everything else starts to move:
guest experience, team stability, internal promotion, and ultimately financial performance.

That is the Leadership Value Chain™ - and it is where I am focusing my work here in the UAE.

On this National Day, instead of more slogans, I invite you to a simple reflection:

👉 If you lead people in the UAE, what is one small behaviour you could strengthen in 2026 to make your team a place where talent wants to stay, grow and contribute?

Because every time a manager chooses to listen, coach, give fair feedback, or protect their people from unnecessary chaos, we take a small but real step towards the future this country is aiming for.

Here is to a vision that lives not just in strategy documents, but in the daily leadership our teams experience.

Happy UAE National Day 🇦🇪


Photo by Milan Kiro on pexels.

Your best future leads aren’t practicing.
Weekly pressure reps surface them fast.

❌ Talent spotting in annual reviews only.
✅ Weekly reps where ICs run moments that matter.

❌ “Shadow when it’s quiet.”
✅ Shadow at pressure points, harvest three copy-worthy behaviours.

❌ Vague “step up more”.
✅ Mini-campaigns with a metric, stakeholder map, and short retro.

Fallout → Quiet high-potentials stay unseen.
Fix → Simple artefacts that show the work and de-risk first promotions.

Because consistency beats heroics, we build habits: Focus 3, check-clarify-close, micro-recoveries with guests.
You’ll see who is already leading, not just hoping.

If you’re building a middle-management pipeline for 2026, DM me and let’s scope it for your context.

Leadership potential isn’t invisible, it’s unpractised

South Asia is 26% engaged, yet anger runs high.
People care, but many feel unheard.

Passion without psychological safety becomes burnout.
You won’t fix that with perks or posters.

EQ turns it around:
empathy → recognition that lands, not generic praise
self-awareness → fewer reactive decisions
coaching conversations → belonging over busywork

❌ “We’re engaged, so we’re fine.”
✅ “We’re engaged, so we must protect it.”

Boundary → Because: recognition is weekly and specific, because effort seen becomes effort repeated.

Make it practical: manager office hours, structured 1:1s, and a simple “recognise-then-redirect” script for tough moments.
Healthy engagement is the goal, not just high engagement.
It starts with emotionally intelligent managers who make safety a habit.

South Asia's Paradox

Promotions without support drain teams.
Start support before numbers slip.

We all know the pattern:
Strong individual contributor gets promoted.
Same expectations, bigger scope, little support.
They try to carry the team by working harder.
Communication wobbles.
The team quietly disengages.
Performance and guest experience follow.

On a spreadsheet, it looks like:
❌ Rising turnover and sick days
❌ Inconsistent guest/client feedback
❌ Lumpy sales and service metrics

In real life, it’s a human who was never taught how to:
✅ Have difficult conversations
✅ Give clear, fair feedback
✅ Delegate without guilt
✅ Set boundaries and protect their energy

Invest early, before they burn out or burn bridges.
The results are predictable:
✅ Teams stabilise
✅ Engagement stops swinging
✅ Financials get less lumpy and more reliable

Emerging leaders aren’t a “nice” group to develop.
They’re the infrastructure of future performance.

If this pattern is biting in your teams, book a complimentary 25-minute advisory call and we’ll map the first three fixes for your emerging leaders.

Where manager EQ is thin, engagement drops fastest.
We still promote for technical mastery, then hope for people skills.

When self-regulation is low, stress spikes; when empathy is missing, turnover follows.
Flattened layers haven’t helped. Many firms cut managers, then wonder why teams feel directionless.

Fallout → Fix: fewer managers → confusion and reactivity; equip remaining managers with EQ, coaching and feedback skills, then rebuild clarity.

Teach managers to:
give hard feedback without breaking trust
adapt tone across cultures and contexts
stay steady when pressure bites

❌ Treat EQ as “soft.”
✅ Treat EQ as the system upgrade that keeps teams steady.

Start inside, then roll out the skills.

The EQ gap that sinks engagement

The Gallup report has been stuck in my head for weeks.
We keep talking about engagement like it lives in HR.
It doesn’t.
It lives in the P&L.

In service businesses, low engagement shows up as:
❌ Turnover in the teams you can’t afford to lose
❌ Basics slipping, complaints rising
❌ Supervisors firefighting instead of coaching
❌ Sales and ops pulling against each other
❌ Mid-level leaders burning out quietly

None of that is “soft.”
All of it is expensive.

In hotels and other service organisations, you feel disengagement in:
❌ Overtime and replacement costs
❌ Guest scores and online reviews
❌ Missed up-/cross-sell and retention
❌ Managers checking out months before they resign

✅ Here’s the truth we skip: engagement is a leadership issue long before it’s an HR metric.

When leaders at every level know what matters, why it matters, and how to bring people along, engagement becomes a commercial advantage, not a slide in a report.

Treat it as a financial lever, not an annual survey.

Curiosity outperforms command across every culture I’ve worked in.
This is human leadership, translated locally.

I hear it a lot: “Hierarchy here is different.”
True. Context always matters.

But the basics travel.
Mutual respect. Tolerance. Support. Collaboration.

❌ “Tough talk” as a badge of leadership.
Fallout: teams play hide-and-seek, learning stalls, risk rises.
✅ Curiosity with clarity.
Fix: issues surface early, standards hold, progress compounds.

I’ve led teams across Europe, the Middle East and Southeast Asia.
What changed: language, rituals, power distance.
What didn’t: people respond to being seen, heard and guided.

Boundary → Because: adapt delivery to the culture, because dignity and fairness are non-negotiable everywhere.

Leaders don’t have to choose between results and humanity.
Apply the same human principles, translate the wrapper, and performance follows.

Curiosity beats command every single time, anywhere.

Manager engagement just dropped to 27%.
Individual contributors stayed flat.

The people responsible for engaging others don't feel engaged themselves.

Add Korn Ferry's insight: drastically larger teams, fewer resources.

❌ Squeezed between executives and frontline. Drowning in operational noise. Expected to absorb pressure and still show up strong. ✅ Aligned priorities. Protected time to think. A system that treats managers as the critical layer they are.

70% of team engagement traces back to the manager.
Yet managers often receive the least structured support.

When your pressure layer cracks, the cracks spread everywhere.

Southeast Asia is 26% engaged, 8% actively disengaged.
Lowest global stress at 25%.

That doesn’t happen by luck.
Relationships precede results. Harmony, respect and recognition show up daily.

Add managerial clarity and you get trust that compounds:
clear expectations before tasks start
micro-feedback during the work
recognition tied to behaviours, not personalities

❌ Care without clarity drifts.
✅ Clarity without care hardens.
The win is care + clarity, every week.

Cultural agility in action means blending relational norms with modern performance systems.

Leaders elsewhere don’t need to copy culture; they can copy the cadence:
set expectations Monday, check progress midweek, recognise and reset Friday.
Borrow the rhythm. Improve your results.

Why South East Asia leads

Low engagement tracks messy first-line rhythm.
Lock a cadence with ready agendas and scripts.

❌ Inconsistent huddles, unclear roles, shifting priorities mid-shift.
✅ Standard stand-up agenda and visible task allocation.

❌ Silence around small errors.
✅ Normalise learning: one error shared, one fix each week.

❌ Escalate every friction.
✅ Peer scripts for simple performance and tone issues.

Fallout → Rumour, rework, repeat complaints.
Fix → Six sprints that turn “nice ICs” into dependable coordinators.

Because managers can’t design from scratch, we include templates, scripts, and a promotion-readiness rubric mapped to competencies.

If you want help to implement this across sites, let’s talk about your pipeline goals and constraints.

Low engagement tracks messy first-line rhythm

Not a talent crisis, but a connection crisis at work.
When managers disengage, teams follow.

The fix isn’t another dashboard.
It’s a leadership reset built on three habits:

1. Listen before you lead. Diagnose, then decide.
2. Clarify meaning before direction. Why anchors the what.
3. Recognise effort before judging outcomes. Fuel the behaviour you want.

Boundary → Because: no recognition inflation, just specific, timely acknowledgements tied to standards.

Managers sit at the crossroads of cultural, generational and digital shifts.
Equip them to hold both care and accountability.

Human-centred leadership isn’t a philosophy. It’s the engagement strategy for multicultural teams.

Re-humanising management

Flattening your org chart didn't remove work.
It crushed your managers.

Korn Ferry's data: 20–40% more direct reports. Same resources. Two-thirds overwhelmed.

❌ Shorter communication. Reactive coaching. Micromanagement disguised as "follow-up."
✅ Clarity on priorities. Aligned expectations. Actual time to lead.

The middle layer holds your business together. When they break, everything downstream breaks with them.

If your managers are stretched past capacity, the problem isn't their resilience. It's the system around them.

VITAL WorkLife

Physician Peer Coach and Consulting Physician

GR Coaching and Consulting

Founder and Executive Coach

ChristianaCare

Clinical Faculty, Department of Medicine

Program Director, Internal Medicine Residency Program

Associate Program Director, Internal Medicine Residency Program

Program Director, Transitional Year Residency Program

US Army

Associate Program Director, Internal Medicine Residency Program, Tripler Army Medical Center

Chief Resident, Department of Medicine, Tripler Army Medical Center

Resident Physician, Department of Medicine, Tripler Army Medical Center

Concur Technologies

Senior Consultant

Systems and Computer Technology

Product Consultant

I am an executive coach who empowers high-achieving professionals to elevate their leadership, embrace transitions, and thrive through change.

Change is hard, especially for high achievers who hold themselves to exceptionally high standards and value stability while often grappling with fear of failure.  

However, transitions don’t have to be daunting. Coaching can provide the tools and mindset to confidently navigate change with purpose and joy.

As your coach, I will partner with you through life's twists and turns, transforming these transitions into opportunities for growth and fulfillment. Through one-on-one coaching and tailored leadership development programming, I foster holistic personal and professional growth through every step of the journey.

--

My Story:

My story is filled with many unique chapters. In short, over the course of my career I’ve been a consultant, physician, military officer, healthcare leader, medical education leader, and professional coach -- often wearing three or more of these hats at the same time. Along the way, I’ve found the most joy in providing inspiring leadership through change and helping high-achieving individuals successfully navigate transitions and challenges. I look forward to utilizing my deep expertise in leadership, professional development, and coaching to help you elevate your leadership and thrive through change.

Gretchen Rickards

𝗧𝗵𝗲 𝗽𝗲𝗿𝘀𝗼𝗻 𝘄𝗵𝗼 𝗰𝗵𝗮𝗻𝗴𝗲𝗱 𝘁𝗵𝗲 𝘁𝗿𝗮𝗷𝗲𝗰𝘁𝗼𝗿𝘆 𝗼𝗳 𝗺𝘆 𝗹𝗶𝗳𝗲 𝗻𝗲𝘃𝗲𝗿 𝗮𝘀𝗸𝘀 𝗳𝗼𝗿 𝗮𝗻𝘆 𝗰𝗿𝗲𝗱𝗶𝘁.

Today marks 13 years of marriage to my husband, Nealanjon (Neal) Das.

Our origin story breaks every workplace romance rule. He was my attending during residency, though the dynamic was far from romantic — I actually considered him the second scariest attending in the entire program. We didn’t start dating until after I graduated and stayed on as staff, and we fell in love against the backdrop of Hawaii.

But this post isn’t about how we met. It’s about a moment that changed everything.

During COVID, when I was physically and emotionally depleted but still pushing through, Neal had the courage to tell me I wasn’t OK. He also suggested I try the free physician peer coaching offered through my institution.

That one conversation opened the door to getting the support I needed and eventually led me to my purpose in coaching.

If not for that suggestion, I doubt I would have sought help on my own. The physician mentality of pushing through at all costs, never showing weakness, and always putting work and patients first, was deeply ingrained — even as a leader who regularly suggested wellbeing resources to others.

Over the years, we’ve navigated two children, two cats, seven moves, parental illness, breast cancer, a craniotomy, six job changes, and two major career transitions, and I can’t imagine a more supportive partner every step of the way.

In leadership circles, we celebrate mentors and sponsors, but we rarely acknowledge the partners who make our work possible — the ones who see us clearly even when we can’t see ourselves, and love us enough to tell us hard truths.

Neal, I’m grateful for you beyond words. Here’s to lucky 13 and many more.

Nephrologist at Nephrology Associates, P.A

Leadership and Transitions Coach | Physician | Educator | Lifelong Learner

𝗜𝘁’𝘀 𝗮 𝘄𝗿𝗮𝗽.

After a few days of recovery and reflection, I’m finally putting words to an unforgettable weekend.

Our inaugural 𝘓𝘦𝘢𝘥 𝘠𝘰𝘶𝘳 𝘞𝘢𝘺 𝘙𝘦𝘵𝘳𝘦𝘢𝘵 brought eleven women physicians together from across the country, representing different specialties and career stages, for a meaningful blend of leadership development, well-being, and community in Chadds Ford, PA.

When Diane W. Shannon, MD, MPH and I created this retreat, our guiding intention was this: 𝘤𝘰𝘮𝘦 𝘧𝘰𝘳 𝘵𝘩𝘦 𝘸𝘦𝘦𝘬𝘦𝘯𝘥, 𝘭𝘦𝘢𝘷𝘦 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵. And based on what participants shared, many did.

The magic happened in the small group conversations, the honest stories shared over meals, and the space to pause and reconnect with what matters most. Many participants shared that they left with more clarity, stronger boundaries, new tools, and renewed confidence. Perhaps most powerfully, they left feeling part of a supportive community of women physicians and reminded that they aren’t alone.

To the remarkable women who joined us, thank you. Your openness and generosity shaped the entire experience. And sincere thanks to the Fairville Inn, InJest Events, and Laura Robinson for helping bring this retreat to life.

We’re already planning the next Lead Your Way Retreat for October 2026 at the same location. ✨ If you want priority updates as we finalize plans, feel free to reach out.

#WomenPhysicians #WomenInMedicine #PhysicianLeadership #PhysicianWellbeing #LeadershipDevelopment

Helping women physicians and healthcare leaders succeed in the careers they worked so hard for—without losing themselves.

--Portrait and Event Photographer. Artist. Part-time Barista. Living my best life when I can be outside with nature.

𝗦𝘁𝗿𝗼𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗺𝗮𝘁𝘁𝗲𝗿𝘀. 𝗟𝗮𝘀𝘁 𝘄𝗲𝗲𝗸, 𝗜 𝘀𝗮𝘄 𝗶𝘁 𝗶𝗻 𝗮𝗰𝘁𝗶𝗼𝗻.

Last Tuesday, my 12-year-old daughter was almost hit by a car while crossing to her bus stop. The stop sits on a busy road with poor visibility, made even more challenging by recent construction that has changed traffic patterns near our home. Needless to say, it was a frightening moment for both of us.

At 7:30 a.m., I called the school. By pure chance, the 6th grade principal, Ms. Katie King, picked up. She listened, empathized, and immediately connected me with the district’s transportation director, Mr. Tom Jenkins.

When I couldn’t reach Mr. Jenkins by phone, I sent an email. At 4:30 p.m., he called me back, agreed the situation was unsafe, and took immediate action. By the next morning, the bus stop had been moved to the end of our driveway.

Two days later, Ms. King followed up to express her concern and make sure everything had been resolved.

Listening, empathy, decisive action, accountability, follow through, and strong communication skills were present in every step of this experience.

The entire situation left my daughter feeling safe, our family feeling heard, and me grateful to be part of a district where compassionate, responsive, values-driven leadership isn’t just talked about – it’s practiced and role modeled.

I am proud to be part of Kennett Consolidated School District and so appreciative of the leadership team at Kennett Middle School.

𝗪𝗵𝗮𝘁 𝗲𝘅𝗮𝗺𝗽𝗹𝗲𝘀 𝗼𝗳 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗵𝗮𝘃𝗲 𝗺𝗮𝗱𝗲 𝗮 𝗺𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗶𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝘆𝗼𝘂 𝗼𝗿 𝘆𝗼𝘂𝗿 𝗳𝗮𝗺𝗶𝗹𝘆?

#leadership #everydayleadership #gratitude

Kennett Consolidated School District

𝗦𝗼𝗺𝗲 𝗺𝗶𝘀𝘀𝗶𝗼𝗻𝘀 𝗺𝗮𝘁𝘁𝗲𝗿 𝗮𝗹𝗹 𝘆𝗲𝗮𝗿 𝗹𝗼𝗻𝗴. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲𝗺.

This Giving Tuesday, I’m supporting the Dr. Lorna Breen Heroes' Foundation 
 — an organization dedicated to protecting the mental health and wellbeing of healthcare workers.

As an Ambassador, I’ve seen the impact they make through meaningful advocacy, education, and efforts to remove the stigma around help-seeking.

If you're looking to give today, I hope you'll consider this important mission. Because when we care for the people who care for us, we strengthen the entire foundation of healthcare.

𝘈 𝘭𝘪𝘯𝘬 𝘵𝘰 𝘭𝘦𝘢𝘳𝘯 𝘮𝘰𝘳𝘦 𝘰𝘳 𝘥𝘰𝘯𝘢𝘵𝘦 𝘪𝘴 𝘪𝘯𝘤𝘭𝘶𝘥𝘦𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴.

#GivingTuesday #PhysicianWellbeing #CareForTheCaregivers

Dr. Lorna Breen Heroes' Foundation

𝗪𝗲 𝘄𝗲𝗿𝗲 𝘁𝗿𝗮𝗶𝗻𝗲𝗱 𝘁𝗼 𝗰𝗮𝗿𝗲 𝗳𝗼𝗿 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 — 𝗻𝗼𝘁 𝘁𝗼 𝗻𝗲𝘁𝘄𝗼𝗿𝗸, 𝗯𝘂𝗶𝗹𝗱 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆, 𝗼𝗿 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝘁𝗵𝗮𝘁 𝗼𝗽𝗲𝗻 𝗻𝗲𝘄 𝗱𝗼𝗼𝗿𝘀.

But if you're a healthcare professional building a business, exploring a pivot, or interviewing for non-clinical roles, your network matters more than ever.

That’s why I’m presenting:
𝗡𝗲𝘁𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝟭𝟬𝟭: 𝗧𝗶𝗺𝗲𝗹𝗲𝘀𝘀 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 𝗳𝗼𝗿 𝗧𝗼𝗱𝗮𝘆’𝘀 𝗛𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗣𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹
📅 𝘋𝘦𝘤𝘦𝘮𝘣𝘦𝘳 5 𝘢𝘵 8 𝘗𝘔 𝘌𝘛
🎤 SoMeDocs(Doctors on Social Media) 𝘚𝘰𝘤𝘪𝘢𝘭 𝘔𝘦𝘥𝘪𝘢, 𝘔𝘢𝘳𝘬𝘦𝘵𝘪𝘯𝘨 & 𝘕𝘦𝘵𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘊𝘰𝘯𝘧𝘦𝘳𝘦𝘯𝘤𝘦

I’ll share practical, timeless strategies to take the pain out of networking — especially for healthcare professionals navigating growth and transitions.

𝗕𝗹𝗮𝗰𝗸 𝗙𝗿𝗶𝗱𝗮𝘆 𝘀𝗽𝗲𝗰𝗶𝗮𝗹: The conference is offering 20% off. I’ll put the course link and the discount code in the comments.

Hope to see you there!

doctorsonsocialmedia.com

Networking 101: Timeless Principles for Today’s Healthcare Professional | SoMeDocs: Doctors on Social Media

SoMeDocs(Doctors on Social Media)

𝗪𝗲 𝗯𝗼𝘂𝗴𝗵𝘁 𝘁𝗵𝗶𝘀 𝗯𝗼𝘅 𝘄𝗶𝘁𝗵 𝗴𝗼𝗼𝗱 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝘀. 𝗢𝗻𝗲 𝗼𝗻𝗲 𝗿𝗲𝗰𝗲𝗻𝘁 𝘄𝗲𝗲𝗸𝗲𝗻𝗱, 𝗶𝘁 𝗳𝗶𝗻𝗮𝗹𝗹𝘆 𝗹𝗶𝘃𝗲𝗱 𝘂𝗽 𝘁𝗼 𝘁𝗵𝗲𝗺.

Last January, my family bought this “unplug” box on Etsy. We came up with the tagline together: 𝘊𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯, 𝘯𝘰𝘵 𝘞𝘪-𝘍𝘪.

It’s been sitting on a shelf most of the year, but that phrase has become our family code for “Put down the device and be present with us.”

On a recent Saturday, I set an intention to be more present, so we finally put the box to use and ended up having an impromptu digital detox.

What unfolded felt almost magical and reminded me that connection doesn’t always require more time — just more intention.

𝗥𝗲𝗮𝗱 𝗺𝗼𝗿𝗲 𝗶𝗻 𝗺𝘆 𝗹𝗮𝘁𝗲𝘀𝘁 𝗯𝗹𝗼𝗴 𝗽𝗼𝘀𝘁 — 𝗹𝗶𝗻𝗸 𝗶𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗺𝗲𝗻𝘁𝘀.

What tools or practices help you reset and reconnect?

𝗙𝗲𝗲𝗹𝗶𝗻𝗴 𝘀𝘁𝗿𝗲𝘁𝗰𝗵𝗲𝗱 𝘁𝗵𝗶𝗻?
You might not need more hours — you might need stronger boundaries.

I’ve had boundaries on the brain this week. They’ve come up in multiple coaching sessions and were also a key theme in my recent leadership retreat.

When the topic arises, it can feel a little nebulous. Here’s how I frame it with clients:

Boundaries aren’t about shutting people out. They’re about giving yourself permission to decide who and what gets access to your energy.

𝗖𝗹𝗲𝗮𝗿 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂:
→ Protect your well-being and mental space
→ Strengthen relationships through mutual respect
→ Increase focus and effectiveness at work
→ Build confidence and strengthen your leadership presence

Without them, we risk resentment, overcommitment, and exhaustion.

𝗦𝗼 𝘄𝗵𝗲𝗿𝗲 𝗱𝗼 𝘆𝗼𝘂 𝘀𝘁𝗮𝗿𝘁?
Pay attention to the moments when you feel resentful or emotionally drained. Those feelings are data points — clues indicating where a boundary may be missing or unclear.

The goal isn’t to build walls; it’s to open doors with intention.

𝗪𝗵𝗮𝘁’𝘀 𝗼𝗻𝗲 𝗮𝗿𝗲𝗮 𝗼𝗳 𝘆𝗼𝘂𝗿 𝘄𝗼𝗿𝗸 𝗼𝗿 𝗹𝗶𝗳𝗲 𝘁𝗵𝗮𝘁 𝗰𝗼𝘂𝗹𝗱 𝘂𝘀𝗲 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀?

#Leadership #LeadershipDevelopment #SustainableLeadership #Boundaries

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jeff Ross's LinkedIn Performance

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