I didn’t set out to build a coaching business. I set out to get really good at what I do, and I quickly learned that being good at it didn’t mean I could go as far as I wanted.

I’ve worked as an executive assistant, operations partner, and compliance analyst, often supporting multiple clients at once and building systems that actually work. Along the way, I noticed something most assistants haven’t fully seen yet: the role itself isn’t what limits you. The way it’s structured is.

So I rebuilt it. I set my own hours, took on multiple clients, and created systems that let me operate at a higher level instead of living in constant reaction mode. Nothing fell apart. No one panicked. It turns out that when things are set up properly, they run.

There was no clear roadmap when I did it, just a lot of trial, error, and figuring it out as I went. That’s a big part of why I do this now: so you don’t have to figure it out alone.