My career in Silicon Valley culminated with executive level promotions in marketing and sales. Though my work in product marketing and the technical side serves me well in my current work with technology executives.

I fled the Valley in search of saner housing prices back in the late 80’s when Seattle was just emerging as a tech center. A soon-to-be friend with whom I had been comparing favorite sci-fi authors demanded I take a desk in her recruiting firm, if only for a while to see if I liked it.

Short story? Loved it, and ten months later, an Oregon tech company staked my new recruiting company, Rigel Executive Search.  My clients primarily included early stage and start up companies as well as a few remarkable public companies, including my benefactor. I recruited only technical candidates and soon worked almost exclusively on recruiting technology executives.

Because I was one of two (my friend being the other) recruiters with any tech background, I quickly became the recruiter the hiring managers, ‘C’ team and board members sought out to staff their new companies. I worked directly with hiring authorities, often taught them how to review resumes, interview and write job descriptions.

To say I was made privy to confidential conversations about executives by their managers goes without saying. I am proud of the relationships of trust that gave even board members the freedom to critique and discuss growth ideas regarding team members in my presence.

Sometimes, we strategized on what the execs needed to change or accomplish in order to keep their job.

I heard comments, both positive and negative, no employee will ever hear from their manager or investor. I use that sort of insight to guide my clients away from the dark side.

Succession planning, morale building and employee retention were often topics I addressed for small groups. More than once, a team of executives invited me to facilitate formation of their “Mission Statement” knowing it is the basis for building strong teams.

I became an informal coach to several executives whom I had placed. I learned first hand what their challenges were and saw what worked, what didn’t. Seattle at that time mastered the art of the “fail fast” mode of management. Today, my career coaching clients receive the benefit of those intimate and important relationships.

I am delighted to say the majority of the folks I counseled in those early days are still successful executives today. Those who have retired and those who have moved on to other domains and I see the ripple effect. They have internalized the principles of leadership we worked on together and teach others how to conduct business in a respectful and efficient manner.

Current clients include Directors who want to be Senior Directors, a Vice President who wants to become a Business Unit Manager and a variety of other professionals interested in improving their leadership skills and career opportunities.  One such was promoted as the youngest and most highly paid new VP at a major company because he was able to demonstrate his leadership skills and articulate contributions and needs. Others improve noticeably and offer personal testimonials thanking me for my support.

All they needed, all most people need, is a knowledgeable sounding board who can guide to course correction. Someone who understands the difference between management and leadership. It may be a matter of tough love but sometimes, that’s what it takes to provoke change. Are you ready? Have your HR department contact me for rates. Or contact me yourself for empowering your own success.