You do. The full assessment report and everything discussed in our sessions belong to you. If an organization is sponsoring the engagement, I confirm in writing before we start what they receive — typically confirmation that the work is happening and, if you agree to it, high-level themes and progress. Never raw scores, never session content. If a sponsor wants more than that, we settle it before the first meeting, not after.

No. Therapy treats clinical conditions and looks backward to understand how they developed. Consulting work starts with assessment data about how you operate as a leader and moves forward from there — how you make decisions, how you come across under pressure, what your team experiences that they haven't told you. It's performance work. There's no diagnosis, no treatment plan, no clinical record, and it isn't billable to insurance.

Sometimes it does. Executives are people, and pressure is pressure. If something surfaces that belongs in treatment, I'll tell you directly and help you find the right person for it — and that person won't be me or anyone in my clinical practice. Keeping those roles separate protects you, and it's a line I don't cross. The consulting work continues.

Not open-ended conversation. Every engagement follows the same structure.

Before we meet, you complete the Hogan assessments. I read the results before you see them.

The first session starts with your prediction, not my report. You tell me how you think you scored — where you're strong, how you come across when the pressure is on, what drives you. Then we compare that against the data. The gap between the two is usually where the work is.

From there we cover three things: what you do well enough that you should be leaning on it harder, what happens to you under stress that's difficult to see from the inside, and what actually motivates you, which is often not what you'd have said. I'm direct about it. You paid for a read, not encouragement.

We end on specifics — not values or intentions, but behaviors, in named situations, with the people you actually work with. That becomes a written development plan you have within two weeks.

Follow-up sessions are about what happened when you tried it: what worked, what you avoided, what the data predicted that turned out to be true. In longer engagements the same sequence repeats against live situations — the board conversation, the co-founder, the hire you're unsure about — and we re-measure at the end so you can see what moved.

Those tools describe how you see yourself. Hogan is built to predict how others experience you and how you behave when you're stretched — it's validated for occupational use, normed against large professional samples, and used by major organizations for senior selection and succession. The distinction matters because the traits that derail careers are almost never the ones people identify in themselves. Hogan is designed to surface exactly those.

No. Assessment and sessions can be conducted remotely, and most engagements outside the area run that way. If you're local and prefer to meet in person, that's available.