In 2018, I was at the top of my game as a D1 college swim coach. My team had won its 2nd NCAA title, and we were favored to win our 3rd that next season. We had #1 recruiting classes back-to-back and were working with some of the world’s best athletes. From the outside, it looked like I had everything a college coach could want, but internally, I was grappling with self-doubt and constant pressure to prove myself.

Despite the external success, I was exhausted, drained, and often felt isolated in my role. That’s when I began to realize the unique challenges college coaches face: while we hold some of the most impactful roles in our athletes' lives, we rarely have the same level of support offered to leaders in the business world. College coaches are like CEOs, responsible for guiding young people and shaping culture under intense pressure. But unlike executives, most coaches don’t have access to the tools or support systems that can help them truly thrive.

I turned to leadership literature for answers, and a quote from Brené Brown struck a chord: “Daring greatly is not saying, ‘I’m willing to risk failure.’ Daring greatly is saying, ‘I know I will eventually fail, and I’m still ALL IN.’” This was a pivotal moment that shifted my perspective, pushing me to ask: Who is coaching the coaches?

As I looked for solutions, I saw how executive coaching was helping leaders in business manage challenges, build resilience, and lead with purpose. It made me wonder—what would it look like if college coaches had access to this kind of support?

From 2018 to 2020, I worked with my own coach, and it was transformative. By focusing on self-compassion, core values, boundaries, and purpose-driven leadership, I rediscovered joy in my work. I experienced firsthand how impactful leadership coaching can be, not only for my success but for my overall well-being. This shift reconnected me with my purpose, reminding me that my worth as a coach goes far beyond my team’s performance.

Back on the pool deck, I could see the difference. Leading with my values brought fulfillment and a sense of alignment, and I knew I wanted other coaches to feel this too. The question “Who is coaching the coaches?” stayed with me. I saw a clear gap for meaningful support among my colleagues—coaches who work tirelessly and often selflessly to empower their athletes but rarely have resources like this focused on their own growth and support.

Driven by this vision, I immersed myself in the Executive Program in Women’s Leadership at Stanford University’s Graduate School of Business, surrounding myself with top professors and peers who challenged me to think bigger. This experience solidified my calling: I could be the one to support coaches. I could use my years of coaching experience and combine it with executive-level leadership knowledge to fill this gap.

Today, I am a certified Leadership and Performance Coach, from Brown University’s School of Professional Studies and ACT Leadership. I am passionate about working with college coaches and athletic leaders who seek growth, clarity, and purpose. By supporting them as they lead and transform their teams, I aim to create a ripple effect of positive impact across athletics.

College coaches are among the most influential figures in young people’s lives, second only to parents. They deserve the same level of support given to executives in other industries. I am here to bridge that gap, helping coaches lead with confidence, resilience, and authenticity so they can make an even greater impact in the lives of their athletes.