Leading in pharma when the big decisions sit above your head

You lead the process, not the outcome. Tell your people what you know, what you don't, and when you'll update them, then keep that promise. Together we build a communication plan for each likely outcome, so you're not improvising in the corridor. Calm and honest beats certain, especially when certainty isn't yours to give.

Start with evidence, not feelings. We write down what you're doing now, what the role is worth to the business, and what you want, in plain numbers and outcomes. Then we practice the conversation until the words feel like yours. You leave with a clear ask, a time to make it, and a plan if the answer is "not yet".

Yes, and it's often the right moment. A reorganization is when organizations risk losing senior women they've spent years developing. With employer funding, we agree goals together at the start, review at the midpoint, and close out on goals, themes and next steps only. Her session content isn't shared. Confidentiality is agreed in writing at the start.

Decide who needs to hear from you, and what they need to hear. During change, quiet good work gets missed. We map the people who will shape the decisions, plan short, regular updates on results, and prepare the one conversation you've been putting off. Visibility isn't self-promotion. It's making sure the right people can see the job you're doing.

Coaching won't replace medical advice, and if sleep or stress symptoms worry you, talk to your doctor. What coaching can do is shrink the loop. We get what's running circles in your head out and onto a plan, decide what's yours to carry, and build a short end-of-day routine so you're not solving tomorrow at 3am.

Yes. I work with leaders in the United States, Ireland and the UK, and RIZE Executive Coaching sessions run remotely, so they travel with you. If an operational week blows up, we move the session. I'm Irish and based in Atlanta, so I'm used to working across time zones and finding a slot that suits you.

You start from the work, not the org chart. We write down what you're already doing that nobody else owns, what it protects for the business, and the title and scope that would make it a real role. Then we practice the conversation, including what you'll say if the answer is "not yet." You leave with an ask, not a wish.

Put both sides on the table before you answer. What the role asks of you, and what the travel asks of home. We get specific about time away and who carries things while you're gone. Then you decide with a clear head. I won't tell you which life to pick.

A reorganization is a hard time to be promoted, and it's also when roles get rewritten. We separate what you can influence from what is still undecided, and build the ask around work you're already trusted with. You go in with evidence and a calm line. You don't go in hoping someone notices.

Often they will, especially when you're leading people through change. Ask the person who holds the learning budget, with a short note on the goal and why now. My guide walks through who to ask and what to put in that note. If they want a short call with me before they say yes, I'm glad to take it.

Yes. We can name what's heavy, then we turn it into a tool: the conversation, the boundary, or the next step you'll take this week. You should leave a session knowing what you'll do differently. If you only needed to vent, you'd feel that quickly, and this isn't that.

It sits beside them. Those programs teach the model. RIZE Executive Coaching works on your live week: the restructure, the ask, the people in front of you. You don't have to drop the internal program to do this. You can use both.