Facilitated reflective practice for leadership and executive coaches who want to show up with more clarity, more range, and more confidence.
Start with a conversation →New to the idea of supervision? Read why the term doesn’t tell the whole story.
I have spent years as a leadership and executive coach — sitting with the same tensions, carrying the same questions, and navigating many of the same organizational complexities that show up in your practice. That experience is the foundation of my work as a supervisor. It means I understand not just the theory of what you do, but the felt reality of it.
The space we create together is safe, reflective, and candid — a place where you can openly examine your work — the moments that go well, the ones that challenge you, and everything in between. You leave with sharper thinking, steadier footing, a wider repertoire of approaches, and the confidence that comes from not carrying the work alone.
My practice is grounded in rigorous training, including the Professional Certificate of Advanced Study in Coaching Supervision at Oxford Brookes University, an EMCC ESQA-accredited program. Accreditation as an individual coaching supervisor through EMCC ESIA is currently underway.
Dynamics of identity, power, and difference are almost always present in coach-client relationships, but in ways that often go unexamined. Our conversations make space to explore them — because seeing these dynamics clearly is what allows you to build deeper trust with your clients and do more meaningful work.
Originally from rural Maryland, I now call Washington, D.C. home. My wife and I have two grown daughters. I enjoy Baroque music, weekend nature hikes, tending my backyard apple tree, and watching dark comedies and spy thrillers to unwind during the week. I studied crops agronomy at the University of Maryland and spent summers working for John Deere, plowing fields, and maintaining hothouses. As a coach, I often joke, “I’m still planting seeds.”
Coaches engage in facilitated reflective practice for many reasons — a desire to be challenged, the weight of a client situation they can’t discuss with anyone else, or a sense that their growth as a practitioner has quietly stalled.
You may be noticing that the professional development offerings that once energized you no longer hold the same appeal — and that the coaching itself, while competently delivered, has begun to feel routine.
These are not signs of decline. They are signs that you have outgrown the container you are working in and may be ready for a deeper, revitalizing journey of development.
The need for that growth often announces itself as questions that follow you from one engagement to the next.
Supervision is the space designed to hold exactly these questions. Whether you coach externally or internally within an organization has implications for what you bring to reflective-practice sessions, and I welcome supporting you in either case. I work with coaches across the globe and across every dimension of social identity — my practice is enriched by difference.
Supervision is not oversight. And it is also not just a comfortable conversation. It is a structured, confidential space for examination and introspection. Here, we look together at not just what you did in session, but who you were, what you carried in, and what you might not yet see. This discipline ensures that seasoned coaches avoid mistaking familiarity for advanced competence — and instead, continue to grow in ways that long experience alone cannot provide.
Each session is determined by what you bring. We work with your real client situations. We also attend to the whole of you as a practitioner — your development, your ethical fitness, and your wellbeing.
Supervision is an ongoing professional relationship, not a one-time event. Most of my clients meet with me monthly or every six weeks over an extended period. I also offer ad hoc sessions for coaches facing an urgent ethical dilemma or a complex client situation that cannot wait for the next scheduled meeting.
I offer flexible pricing to keep supervision accessible. The investment we agree on will honor both the value of the offer and your ability to pay. We discuss specifics during our initial conversation — no surprises.
If the word gives you pause, you are not alone. For many coaches, “supervision” carries connotations of hierarchy, oversight, and evaluation — a manager looking over your shoulder. That is not what this is.
The term was inherited from the clinical and therapeutic traditions where it originated — and where it accurately describes a senior practitioner overseeing a trainee's work. Coaching supervision is something different entirely. As Nick Bolton of the International Centre for Coaching Supervision wrote, “Supervisors don’t supervise” — just as coaches don’t coach in the way a sports coach does. The coaching profession has spent decades redefining the meaning of “coach.” Supervision faces the same challenge with its own name.
Some have proposed alternatives: reflective practice (which I use), transformative conversations, or the playful reframing of the word as “super-vision” — an expanded way of seeing. Whatever you call it, the work itself is the same. It is a confidential, joint dialogue carried out in equal partnership. It is designed to help you reflect on your practice, develop your skills, and serve your clients, their organizations, and their communities more effectively.
Importantly, supervision is not an exercise undertaken to satisfy credential requirements. It is the ongoing discipline that keeps practice from becoming stale. This is how experienced coaches stay sharp, stay honest, and continue to do work they are genuinely proud of.
Think of it not as being supervised, but as gaining a wider lens on your own work.
Supervision is the space where you can pause and ask the questions you cannot ask out loud in session: What about my client is triggering me? What am I not seeing? Where am I getting in my own way? Am I coaching in alignment with my philosophy of change? What do my coaching moves tell me about my own assumptions? This reflective stance is the foundation of ethical, effective coaching.
This is what distinguishes supervision from mentor coaching. Mentoring focuses on sharpening specific skills — often by observing or reviewing a recorded session. It measures your work against a set of competencies and answers the question: Am I coaching well enough? Supervision asks a different, deeper question: Who am I as a coach, and how is that shaping the work? It attends to the whole practitioner — your assumptions, your emotional responses, your ethical compass, and the systems you are part of. Where mentoring refines technique, supervision transforms the coach.
My practice draws on established supervision models. I work extensively with Hawkins and Shohet’s Seven-Eyed Model, a relational and systemic framework. It invites us to examine a coaching case through seven distinct perspectives: from the client’s world, to the coach’s interventions and inner experience, to the parallel dynamics between supervisor and supervisee, and the wider systems at play. Moving through these lenses raises awareness that a single viewpoint cannot provide.
I also draw on Clutterbuck’s Seven Conversations model. This expands our awareness beyond the spoken coaching dialogue to the reflective inner conversations that both coach and client carry before, during, and after each session. These unspoken dialogues often hold the key to understanding where a coaching relationship is stuck or where deeper insight is waiting to emerge.
Together, these frameworks — alongside the competency models published by EMCC and ICF for coaching supervision — provide a sound foundation that always centers the relationship between us. Good supervision requires trust. Trust requires a genuine interpersonal connection.
I believe in creating a trusting space and then doing courageous work within it. For seasoned coaches, the real developmental edge rarely sits with technique. It lies in the territory of identity, power dynamics, and the unexamined habits we bring to every engagement. Supervision should be more than affirming. At its best, it cultivates moral courage, inner depth, and the clarity to distinguish between long experience and genuine evolution as a practitioner.
If reflective practice always feels comfortable, it may not be reaching the places where the most meaningful growth is waiting. My role is to ask the questions that help you see your work — and yourself — more clearly. We learn together.
My coaching and supervision practice rests on a foundation of rigorous graduate training, extensive study of adult development theory, and first-hand coaching experience. I hold a Certificate in Leadership Coaching from Georgetown University. Since 2020, I have held the ICF Master Certified Coach (MCC) credential. This distinction reflects my long commitment to the profession and ongoing development as a practitioner.
Adult development is central to my supervision practice. Coaches, like our clients, are always in the process of becoming. Good reflective practice supports the vertical development of the practitioner — not just their techniques, but their capacity for meaning-making, their tolerance for ambiguity, and their ability to hold multiple perspectives at once. That is the kind of development I focus on in our work together.
Supervisors should maintain an active coaching practice, drawing ongoing insight from real-world experience. I continue to coach individuals and teams across government, nonprofit, and private sectors. This ongoing practice keeps me attuned to the realities coaches face and enhances the empathy and awareness I bring to supervision. I am currently working toward EMCC ESIA individual accreditation.
Supervision is not required for ICF credential applications, including MCC. That said, coaches pursuing advanced credentials may find that supervision strengthens what assessors are evaluating — the depth of presence, comfort with complexity, and seamless integration of competencies that distinguish MCC-level coaching.
Up to 10 hours of coaching supervision — from any qualified source — can be applied as Core Competency CCE credits toward renewal of ACC, PCC, and MCC credentials during each three-year cycle.
The first step is a complimentary 30-minute conversation to explore what reflective practice might open up for you. No obligation, no pressure — just an open exchange.