Getting Senior Leaders to Optimal Performance and Sustainable Growth Without Burnout

You’re capable, experienced, and used to handling pressure. Yet certain moments quietly destabilise even strong leaders.
► When you step into a new role and realise the rules have changed
► When a restructuring, missed promotion, or sudden shift knocks confidence more than you admit
► When performance still looks “fine”, but decision-making feels heavier and slower than it should

These moments don’t look dramatic from the outside. 
They look like coping.

And this is where many leaders hesitate —
waiting for clarity to return on its own,
until the cost shows up as loss of judgment, credibility, or energy.

👉 This is where my work begins.
I partner with senior leaders and leadership teams during high-stakes transitions — where clarity, authority, and direction matter more than speed.

My clients typically come to this point when they need to:

✔️ Make clear, grounded decisions under pressure 
✔️ Re-establish authority and presence in a new or changing role 
✔️ Navigate career transitions or restructuring without loss of momentum 
✔️ Lead teams through complexity, transformation, or sustained change 
✔️ Perform at a high level without sacrificing health, focus, or integrity

I bring 17+ years of experience from Fortune 500 organisations (P&G, General Mills, GSK, Syngenta), combined with professional executive coaching and mentoring (ICF PCC, EMCC SP). 

I understand the realities of senior leadership — competing priorities, political complexity, and the expectation to “hold it together” while everything shifts.

My clients often describe the biggest shift not as improved performance alone — but as clearer thinking, steadier confidence, and the ability to lead without constantly operating in reactive mode.

If you’re navigating a meaningful transition — whether you’re still in role or between chapters — and sense that waiting is no longer the right strategy, you’re welcome to message me here on LinkedIn to explore whether working together makes sense.

— 
🌐 tatianarueff.com 
📩 tatiana@tatianarueff.com 

For organisations, I also design and deliver senior leadership workshops and keynotes on leading through high-stakes transitions — enabling sustainable performance, clarity, and resilience under pressure.

Tatiana Rueff

𝐎𝐧𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐛𝐢𝐠𝐠𝐞𝐬𝐭 𝐬𝐡𝐢𝐟𝐭𝐬 𝐢𝐧 𝐦𝐲 𝐨𝐰𝐧 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 
𝐜𝐚𝐦𝐞 𝐰𝐡𝐞𝐧 𝐈 𝐬𝐭𝐨𝐩𝐩𝐞𝐝 𝐭𝐫𝐲𝐢𝐧𝐠 𝐭𝐨 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐬𝐞 𝐭𝐡𝐞 𝐬𝐲𝐬𝐭𝐞𝐦 𝐚𝐫𝐨𝐮𝐧𝐝 𝐦𝐞.

Early in my corporate career, 
I believed strong leaders absorb pressure.
So I did.

I filled decision gaps.
Clarified ambiguity others left open.
Carried risk quietly.

It worked - for a while.

Until I stepped into a role with broader scope and higher expectations.

What had made me effective before
no longer worked in the same way.

I wasn’t leading.
I was compensating.

And it was exhausting.

Senior leadership isn’t demanding only because of workload.
It’s demanding when ownership is unclear - especially above you.

When no one clearly holds the decision:
- meetings multiply
- alignment rounds repeat
- pressure rises quietly

The turning point for me was learning to say:

“This is mine.”
 Or
 “This is not.”

Clean authority is lighter than quiet over-responsibility.

That shift changes not only performance -
but your own sustainability.

𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐡𝐨𝐧𝐞𝐬𝐭 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟,
𝐰𝐡𝐞𝐫𝐞 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐬𝐭𝐢𝐥𝐥 𝐜𝐚𝐫𝐫𝐲𝐢𝐧𝐠 𝐬𝐨𝐦𝐞𝐭𝐡𝐢𝐧𝐠
𝐭𝐡𝐚𝐭 𝐰𝐚𝐬 𝐧𝐞𝐯𝐞𝐫 𝐚𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐲𝐨𝐮𝐫𝐬 𝐭𝐨 𝐡𝐨𝐥𝐝?

Executive & Leadership Transition Coach (ICF PCC) | Strategic Clarity & Conscious Authority for Senior Leaders in Transition | Ex-Fortune 500

𝐀 𝐩𝐫𝐨𝐦𝐨𝐭𝐢𝐨𝐧 𝐝𝐨𝐞𝐬𝐧’𝐭 𝐜𝐫𝐞𝐚𝐭𝐞 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐲.
𝐈𝐭 𝐞𝐱𝐩𝐨𝐬𝐞𝐬 𝐢𝐭.

I remember a senior leader telling me, two weeks into his new role:

“𝘐 𝘵𝘩𝘰𝘶𝘨𝘩𝘵 𝘐’𝘥 𝘧𝘦𝘦𝘭 𝘣𝘪𝘨𝘨𝘦𝘳.
𝘐𝘯𝘴𝘵𝘦𝘢𝘥, 𝘐 𝘧𝘦𝘦𝘭 𝘮𝘰𝘳𝘦 𝘸𝘢𝘵𝘤𝘩𝘦𝘥.”

Nothing had gone wrong.
But suddenly:

- his pauses felt longer
- his decisions felt heavier
- his agenda felt political
- and his usual confidence felt… slightly shaken

This is what most people don’t say out loud.

The title changes overnight.
The internal recalibration doesn’t.

In the first weeks of a bigger role, something subtle happens:

You become more careful.
You prepare more.
You replay conversations.
You try to get alignment before taking a stance.

Not because you’re incapable.

Because visibility amplifies self-doubt before it amplifies authority.

And people are already assessing:

- Can they hold pressure?
- Can they make clean decisions without over-consulting?
- Can they tolerate disagreement without softening too quickly?

A bigger title doesn’t stabilise you.
It magnifies whatever is already there.

And if that recalibration doesn’t happen early,
hesitation quietly becomes your leadership signature.

If you’ve recently stepped into a bigger role (or you’re about to) the real question isn’t:

“𝑯𝒐𝒘 𝒅𝒐 𝑰 𝒑𝒓𝒐𝒗𝒆 𝒎𝒚𝒔𝒆𝒍𝒇?”

It is:

“𝑾𝒉𝒂𝒕 𝒗𝒆𝒓𝒔𝒊𝒐𝒏 𝒐𝒇 𝒎𝒆 𝒊𝒔 𝒔𝒉𝒐𝒘𝒊𝒏𝒈 𝒖𝒑 𝒖𝒏𝒅𝒆𝒓 𝒕𝒉𝒊𝒔 𝒍𝒆𝒗𝒆𝒍 𝒐𝒇 𝒆𝒙𝒑𝒐𝒔𝒖𝒓𝒆?”

If this phase feels familiar, message me “𝐋𝐞𝐯𝐞𝐥.”
This is the window where stabilisation is easier (and far less costly) than correction later.

Most senior leaders in complex organizations are promoted for performance, but left to lead and influence without a playbook.

You’re suddenly:

→ navigating constant change and reorgs
→ influencing people who don’t report to you
→ managing complex team and stakeholder dynamics
→ expected to create clarity in a fog of ambiguity

realizing that what got you here… isn’t working anymore

The pressure is huge when you’re asked to lead through complexity, influence across functions, and still rise to a true executive level.

That’s not your fault.
But it can become your edge, if you build it.

You don’t need another motivational pep talk.
You need a practical system to influence without authority and lead with impact, without losing yourself in the process.

I help high-potential senior leaders in complex organizations:

→ build trust and followership across teams and functions
→ feel fulfilled by how they lead, not just what they deliver
→ influence without authority in matrixed environments
→ simplify their message so decisions move faster
→ lead with more ease, calm, and authenticity

As an executive coach and former Google Global Director, I spent 15 years building and leading teams across Europe, the U.S., and Asia, inside one of the most complex organizations on the planet.

My approach is:

→  practical – grounded in real executive experience, not theory
→  precise – focused on the few moves that actually shift influence
→  people-first – you get to lead as yourself, not as a copy of someone else

I don’t hand out one-size-fits-all advice.

I ask better questions, challenge assumptions, and give you tools and structures that stick, so you can build trust, make decisions, and accelerate your growth.

The result is what I call your Executive Edge — The combination of clarity, relationships, momentum, and authenticity that makes people want to follow you.

If you (or leaders on your team) feel:

→ stuck in complexity
→ underpowered in a matrix
→ you’re just surviving change instead of leading through it…

Let’s talk.

Because influence without authority isn’t a “nice-to-have” anymore.
It’s the real skill of modern leadership.

—
Send me a DM or an email 
simo@simoschiassi.com

Simone Schiassi

I was promoted 5 times in 15 years at Google  
Most careers stall for 7 reasons

What you should NOT be doing to be promoted
is equally important to what you should be doing

Having spent 15 years at Google and being a Global Director for the good part of it, gave me a privileged position to see the biggest mistake that people can make. 

So today I'd like to give you this list so you can avoid them and keep accelerating your career. This is true for all levels, witnessed over and over.

1 - Avoiding hard conversations - this is a classic, but it's in first place because it's the biggest mistake that can stall your career: the tendency to retreat into your corner and shy away from "internal politics". In reality, the only way to get stuff done nowadays is by spending time out there and handling the hard conversations that let you negotiate resources, budget, scope of your initiative, gather support for execution, and so on.
 
2- Letting your work speak for itself - Similarly, if you do amazing work, no one is going to know about it unless you tell people. For how great you believe it is (and it probably is), no one is just sitting there looking at what you do. You need to take charge of the narrative of your work.
 
3- Ignoring your boss’s objectives - you want to be the most helpful possible to your boss. The quicker you understand what's important for them, the more effectively you can help them achieve their objectives. That will earn you trust.
 
4- Chasing the latest shiny thing - like in social media, there are trends in corporate. The latest shiny project that would award you visibility. I am not saying there is no place for those, but I need to avoid just jumping from one shiny thing to another. Senior leaders' ability is to build for the long run, and that certainly takes time. 
 
5- Staying in executor mode - great executors get praised, but they don't get into the rooms that matter. If you are known only for your delivery, you are doing yourself a disservice. Spend more time on strategic thinking, scenario planning, and opportunity creation. 
 
6- Building relationships only when you need them - as they say, don't knock at your neighbour's door for the first time when your house is on fire. Take the time to build a genuine relationship when you don't need it.
 
7 - Confusing visibility with influence - People refrain from "showing their work," thinking it's an empty exercise of PR. You can present in every forum, lead every deck, and still not influence a single decision. Influence is when your thinking shapes direction, people trust your judgment, and outcomes improve even when you’re not in the room.
 
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These are all hard, I know, but can be tackled one step at a time.
Start reading Daily Edge - building your executive influence and path to promotion one minute per day
https://lnkd.in/dFYww-b7
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Making You the Obvious Choice | Executive Influence coaching for senior corporate leaders | ex-Google Global Director

I spent 15 years inside Google.  
Here’s what actually gets senior leaders promoted.

Executive roles are very hard to come by these days, as orgs are flatter, more "agile" and smaller overall.

There's one key question I used to ask in those rooms at Google to make sure we'd pick the right person for the next executive role.

"Did their organization achieve this because of them, or despite them?"

When you are leading multiple functions and a fairly large org, and you are a manager or managers, it needs to be very clear that something you did affected your organization's results.

Here are the three dimensions you should consider:

Decisions: What decisions specifically did you make that changed the course of things for the better? New directions, new initiatives, new business, this can be a clear personal mark if you made it happen.

Operating model: What did you change in the way people work together, from a process and operational point of view? This typically brings efficiency, cost savings, job satisfaction, and talent retention.

People and culture: Did you promote the right people? Did you manage performance appropriately? Are you communicating well enough, and are you promoting a culture of psychological safety? What people say about you is your reputation at scale. 

Do a mini-audit today using these questions and see if you can directly tie your actions to your team's impact.

P.S. In which area do you feel you had the most impact?
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If you want to become the obvious choice for your next executive role
start reading The Daily Edge. One minute per day, you become the leader you aspire to be.
https://lnkd.in/dFYww-b7

As a Global Director at Google, I studied top performers. 
One trait separated them.

It's consistency. 

Now, let me unpack that, because it's easier said than done, and I want this to be a useful moment for everyone working towards a promotion.

Consistency of:

𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 - performing at a high level (and at the next level) for an extended period of time, gives people the comfort that you are not a "shooting star."

𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿 - you show up the same in all rooms, and under all circumstances. No one likes surprises, and no one will promote someone who has erratic behavior. They should be saying: this is what Simo would do in this situation, because you are predictable.

𝗝𝘂𝗱𝗴𝗺𝗲𝗻𝘁 - it means that people trust how you think. Your decisions reflect stable principles and don’t swing with pressure, politics, or whoever spoke last in the meeting. Executives begin to feel they know how you will evaluate complex situations.

𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 - it means you don’t disappear when things get messy. You follow through, take responsibility in both success and failure, and problems don’t bounce back upward because you handle them.

𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 - it means your message travels clearly across audiences. You communicate with the same clarity upward, sideways, and downward, without changing personality depending on seniority in the room. Leaders feel safe putting you in front of executives, partners, or clients.

𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 - it means you invest in people over time rather than only when you need something. Stakeholders experience you as fair, steady, and constructive, and advocates emerge naturally because working with you feels predictable and trustworthy.

𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 - it means you develop and express a recognizable point of view. Over time, people start asking for your take because your unique perspective helps them make sense of complexity.

There's no fancy acronym here, but the underlying concept of consistency, in whichever dimension you'd like to apply it, besides the ones I mentioned.

This is true at all levels, but even more true at the senior level because your consistency or lackthereof impacts a large number of people.

Speaking of which, in which area do your stakeholders (and bosses) believe that you are consistent?

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This is one of my newseltter's posts that got a lot of interest. If you want to level up your career in one minute per day, start reading the Daily Edge (it's free)
https://lnkd.in/dFYww-b7

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Working hard was never the problem
because I could see a bright future ahead 

When I joined google I was 28.
Left for Ireland with two bags with a lot of hope
Hungry for a stronger career than Italy could give me

The secret was simple back then
work hard, be flexible, catch new opportunities 
and don't let them go until you crack the code 
be excited and enthusiastic about what you have 
be hungry for learning new things 

there you have it - that's how most of us have built our careers

It was kinda easy back then: no family, no commitments
an infinite amount of hours that you could dedicate to work if you wanted to
I didn't even have to go grocery shopping because I'd just eat at work!

Years pass, and you start building a life 
girlfriend who becomes a wife
kids, houses, responsibilities

You also choose to dedicate your time to what's more important, and you don't want to miss your kids' games, recitals, and birthdays.
You even manage to cultivate some hobbies on the side, if you are lucky.

All precious things, all layered on top of each other 
a bit by chance and a bit by design

Now the runway is a bit unclear at work
Hard work doesn't quite crack the code
even if you are liked, respected, and considered excellent

So you are wondering, oh, this is it? 
This is how my career ends?
A plateau that feels defeat 

because you have so much more in you

Silent respectable praise 
but no acceleration or excitement
or let alone being chosen for the next role

But that's not it. You are not "done". This is not "all there is".
It's just a moment where you need to rethink the way you work, how you spend your time, how you 

20 years of corporate weren't just for "this", they were the necessary preparation for what's next.

And what's next is not what it has been because a lot of things have changed. And you just need a new playbook to feel excited, fulfilled, and back to rising again. 

If you are in that season, DM me, I have been through it.
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I am Simone, I am an executive coach and former Google Global Director, helping seasoned leaders become the obvious choice for their next executive role, and enjoy leadership again.
---

I like all my clients
but some don't like me...

It happens often, and it's a good sign

"Simo, I don't like you today!"

That's when growth happens. That's when we push beyond our limits and explore a different way of thinking, reacting, and acting.

I am not your coach if you want

Solutions instead of better questions
Everything to be solved in our weekly session
Shortcuts, hacks, and tips from my 15 years at Google
The steps that got me from sales rep to Global Director

But I am here to work with you if you are ready to

Put hard work into becoming a truly influential leader
Be challenged to find out what you are capable of 
Get unstuck and accelerate your career
Discover a new version of you

Many want to get promoted and have a fulfilling career. Only the ones who are willing to put in the work will succeed.

I provide you with my method, my experience, and my 24/7 support. 

That's why leaders from Google, Oracle, Heineken, Zalando, Microsoft, Amazon and other F500 companies have decided to work with me.

They want to be the ones to find and own their solutions and way forward. 

There are no hacks for senior leaders who want to uplevel their careers.

If you feel you are ready or don't know if you are ready, DM me for a confidential free chat. 

(Thanks, Valeria, for the permission to post this! I still like working with you)

----

I learned this in 15 years at Google.  
3 ways to get your work noticed next week.

This is such a common pain that I hear multiple times per week, at all levels.

"My work isn't visible."  
"I'm doing more than they think."  
"I'm not getting credit."

First of all, as always, there are no hack tips or tricks. There's also an important reframe: It's your job and responsibility to showcase your work. 

Doing great work isn't enough.  Visibility doesn't happen automatically.

So here are three ways to fix this.

1- Choose someone one or two levels above you in an adjacent business unit, ideally someone whose team you already interact with. Ask for a short 15-minute meeting through their admin or directly:

"Through my work on [project], I came across a few findings that may be relevant to your team. I’d love to share them live." 

Prepare one clear insight from your work.  The best ones often come from the voice of the customer. The higher the leaders are, the more detached they can become from the front lines.

2- Send your boss the “so what”. Instead of emailing what you did, share the insight behind it. What idea, outcome, or observation have comne up from your work in the past few weeks? 

Frame it as a perspective or possible new approach.  It can become a strong discussion starter for your next 1:1 and lead to a more strategic conversation.

3- Share an insight in a meeting. Pick a meeting you already have next week and make a point of sharing one of the insights you developed above.
It shouldn’t be random, of course. But if the setting and audience are right, what you share can benefit everyone.

Some of the strongest leaders I worked with at Google did this consistently.

You own the visibility and influence of your work, and it all starts with small, consistent actions.

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If you want to become the obvious choice for your next role,
start reading Daily Edge, accelerating your promotion one minute per day 
https://lnkd.in/dFYww-b7

----

Want the executive promotion faster?  
Start doing what 95% won’t.

We all know the things we should be doing. I'll tell you why most people don't do them and, if you are willing to do them, how they will accelerate your next promotion. 

--
1 - Follow-up - the lazy version is sending an email after a meeting for a project update, a status report, action items, or a link to a project tracker.
But are we sure people really understood your idea? Are you sure they are on the same page? Are you convinced now that "they are in motion?" 

There's one rule I lived by during my 15 years at Google: always assume people are not on the same page (even if they should, after all you have done!). I was rarely surprised.

Instead of sending a "recap email", schedule a 10-minute chat (whether it's in person or remotely, the same applies) and double-check whether they understood what you think should be clear to them. Apply genuine curiosity and active listening, as always.

It takes time, and especially with "tough" stakeholders, it's uncomfortable. That's why 95% of people shy away from this.

---
2 - Follow-through - You can't pick and choose the things you will do if you have committed to something. Following through, in a timely manner, with your commitments models the expectations. 

Follow through with the action items that are most important to others, likely the stuff that you don't enjoy doing. Most people just do the stuff they want to do, and they leave behind or delay excuting on the things that are important for others. 

You are laser-focused on your own objectives; that's why you do the stuff that matters to you first. But the top 5% knows that you'll get stuff done only through others, and they prioritize what's important for them first.

----
3 - Offering help - When was it last time that you asked: "Is there anything I can do for you, that would help you?" More importantly, do you consistently offer your help? 

We are way too busy to add "things" to our plate for others, aren't we? 
Well, remember that every time you do something for others, you deposit goodwill in a bank account that you will eventually withdraw from when you need it.

If in the moment of need the bank account is empty, you are going to be in trouble. 

The secret is to do these three things consistently over time. Avoid being sidetracked by the "next new shiny thing", and drop everything else to chase what everyone wants to work on for visibility. 

Be boringly consistent in follow-up, follow-through, and offering help, and you'll become the obvious choice for your next promotion.

-----
📌 One more thing you may want to do is start reading Daily Edge
to uplevel your career in 1 minute per day.
Join hundreds of leaders who are on the fast track.
https://lnkd.in/dFYww-b7

Here's what sets apart those who get promoted
(after seeing 500+ promo candidates at Google)

The desire is there. I see it, and I speak with many people who are working towards their promotion.

Most of them recognize their blockers, the symptoms of why they are stuck. 

I see one frequent pattern, though:

Looking for tips, tricks, and advice to solve the situation quickly. Unfortunatly it doesn't work like that.

Imagine going to the doctor:

"Doctor, my leg hurts."
"Ok, here are 10 pills you need to take daily."
"Hmmm... wait, don't you want to run some tests first and understand what's going on?"

That's what happens when you ask for high-level advice. You end up with something you don't need, for a problem you may not have.

What sets apart those who get promoted is the following (with some best practices to make it happen):

1 - They schedule time to reflect: One hour per week, they analyze how the week went, which meetings were successful and which ones failed, and why, which stakeholders they should focus on more, and so on. Not on a Friday evening, because likely it's going to be pushed out and ultimately cancelled. Set a Monday lunch with yourself, and while you eat write down your reflections

2- Move from symptom to root cause: 99% of the time, what you observe and feel is the symptom of something else. Spend some time asking yourself: What is the reason behind what's happening? What's useful is to have someone to discuss and unpack things with. It's really hard to read the label when you are inside the bottle.

3- They put the extra work: This is last, but arguably the most important factor. Imagine getting to 5 or 6 pm after a day full of meetings and work. You know you need to get to work on your promotion strategy, but who feels like mapping out your stakeholders after a long day of work? That's what it takes. 

No magic formula. A process, a method, for sure, but no one is going to do the work for you. Some advice on this: treat it as you'd treat a project at work. Set milestones, deadlines, review meetings with yourself and so on. 

It often happens that clients tell me "I hate you, Simo" then they follow with
"When you push my thinking. But that's when I know I am growing."

Which one are you (and want to be)?

If you hate me a bit today for what I wrote. I did my job.

---
If you want to become the obvious choice for your next promotion, start reading Daily Edge for one minute per day. 
I share insights and reflections, along with some fun, for those who want to put work toward their career.
https://lnkd.in/dFYww-b7

---

After building and running teams at Google for 15 years
I know what build trust at scale really is

Most leaders confuse being liked with being trusted

"I have a great relationship with them"
"They hear what I have to say"
"The come to me for advice"
"We get along well"

That's not havig a trusted business partner
That's the definition of a work buddy

For how nice that can be, we need deeper trust to get things done in today's corporate environment.

Also, how do you build trust at scale and at a distance?
How do you build trust with those who don't like you?

Join me and Richard Moore this Friday to unpack what really means building trust, and doing it at scale as you grow as a senior leader.

There are no hacks, no shortcuts, no AI that will do it for you.

Come and join us to find out how.

https://lnkd.in/d4HiDCbW

I train founders in the psychology of high-trust deal-making and sales | Creator, Art of Sell | 3× LinkedIn Top Voice | 5 x LinkedIn Learning Instructor

You can’t scale your leadership without scaling trust.

At small scale, people know you. They see you. They understand how you think.

But at a larger scale, that can all disappear.

At that level, people start to interpret you from a distance:
- Through your decisions
- Through your communication
- Through your consistency

And if trust isn’t there, all your results can start to slow down

This Friday I’ll be live with Simone Schiassi, a former Google Global Director, to talk about how trust is actually built and maintained as you grow into more senior leadership roles.

We’ll be sharing practical experiences from inside complex organisations and answering your questions live.

Friday 27 February
UK: 2pm to 3pm
ET: 9am to 10am

If you lead a team, or plan to, join us live.
And let us know below: what questions do you have for the live stream?

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#RichTips

Marco Zima Simonella, Jeff Abracen and 1 other connection attending

taplio

The Battle

Tatiana Rueff

Simone Schiassi

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Performance ScoreTatiana Rueff's LinkedIn Performance

Performance ScoreSimone Schiassi's LinkedIn Performance

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taplio

The Battle

Tatiana Rueff

Simone Schiassi

Followers

Posts

Engagements

Likes

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);}Tatiana Rueff's LinkedIn Performance

Performance ScoreSimone Schiassi's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreTatiana Rueff's LinkedIn Performance