your work won’t speak for itself.
Career self-advocacy coaching and workshops for women ready to get recognized and rewarded, for work they do.
THE PROBLEM
You deliver. You're good at what you do. You're the one people count on.
And still: the stretch role goes to someone else. The review lands flat. The promotion conversation gets pushed to next year. The idea you raised in the meeting gets credited to someone who said it louder.
You've been told to speak up, take credit, ask for what you want. You know all that. Knowing isn't the problem.
the real Reason you’re stuck
You know what you should be doing but in the moment that matters, something else happens. The tight chest before the ask. The apology before the idea. The urge to make your win smaller than it is. The voice that says you need to prove it one more time because you haven’t earned it yet.
That’s not a character flaw. It’s your nervous system adapting, exactly as it should, to a system of inequity that still exists. Until you work with how your body responds to bias, no strategy will stick. The good news: what was learned can be retrained.
Systems of inequality don’t just live out there. They also live in here.
THE GAP PERSISTS
Six in ten senior-level women report frequent burnout
The highest level ever recorded in the study's history. (McKinsey, Women in the Workplace 2025)
Nearly 25% of entry-level and senior-level women who express reluctance about promotion cite personal obligations as a key barrier — Compared to just 15% of men. (McKinsey, Women in the Workplace 2025)2026)
Women hold just 29% of C-suite roles — unchanged from 2024, and underrepresented at every level of the pipeline for the 11th consecutive year. (McKinsey, Women in the Workplace 2025)
83% of women now say they must be more exceptional than men to succeed — up from 68% in 2006. Only 28% of men agree with the same statement. (HBR, "What 60 Years of Data Reveals About How Men and Women Experience Leadership," 2026)
Since 1965, Harvard Business Review has tracked how men and women experience leadership, repeating the same survey every 20 years. The latest wave, published in 2026, found what researchers called "progress on the surface, deterioration underneath."
When a culture gets wired into physiology — into beliefs, automatic behavior, the nervous system's own narratives — you can't think your way out of it.
Insight tells you the pattern is there. It doesn't unwind it. That’s why all my learning engagements address both your internal state and your external strategies.
HOW WE WORK
Address your state first. Then your strategy. This is how to overcome the knowing-doing gap.
The truth is, you already know what you should be doing. Build relationships. Talk about your accomplishments. Ask for the stretch role. Speak up in the meeting.
But the shoulds aren't turning into action. The coffee with the senior partner keeps getting pushed to next week. You walk into the review ready to talk about your wins, and in the moment you lose your nerve. Or you are not consistent - small moments of career advocacy but not often enough to move the dial.
That's not a knowledge problem. It's a state problem. Underneath every behaviour is a state, and the beliefs that come with it: I haven't earned it yet. I don't want to bother them. Who am I to ask?
That's why every engagement starts with your state and the beliefs under your behaviour. Change your state, and you can apply the strategies consistently, in the moments that count, in a way that grows your career
THE APPROACH
1. STATE
Notice what happens in you under pressure, and come back to steady, fast. Everything else builds on this.
3. ASSESS
Score your character, competencies and the challenges you solve against that vision. Find the gap that matters most.
4. STRATEGIZE
Proven moves to grow your brand, your network and your impact, chosen for your gap.
Problems we solve
Preparing for your year-end review
Telling the story of your accomplishments, without coming off as arrogant
Asking for the stretch assignment, the promotion, the flexibility
Speaking up and holding your ground in high-pressure moments
Building your career circle: peers, mentors, sponsors
Moving past imposter syndrome
Getting clear on the work you actually want to do
2. VISION
Get specific about where you want to be in 2–3 years. Clarify your what and your why?
5. ACT
Refine and rehearse, speak up, ask for what you want, and be visible and valued for your work.
STOP GETTING PASSED OVER. TAKE CONTROL OF YOU CAREER EVEN IN A SYSTEM THAT DOESN’T FULLY SUPPORT YOU YET.
FAQ
Career self-advocacy is the skill of speaking up for your own work and growth. It means owning your accomplishments, building the relationships that open doors, and asking for the opportunities, support and boundaries you need. It isn’t about being the loudest person in the room. Advocating for yourself and your career can be done in a way that feels authentic and aligned. Essentially it’s the ability to make your value known and ask for what you need to grow, clearly, confidently and con
WHAT IS CAREER SELF ADVOCACY
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I work with both individuals and organizations and ERGS looking to support their women-identifying leaders.
WHO DO YOU WORK WITH
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On the surface, a lot has changed. Underneath, the gap has grown. In Harvard Business Review’s 2026 survey of executives, 83% of women said they must be more exceptional than men to succeed, up from 68% in 2006. Only 28% of men said the same. Many women feel the bias, and many men don’t see it. That’s why so much of it gets carried imperceptibly, in the body. This work isn’t about waiting for the system to change. It’s about changing how you show up in it, so you can be recognized for your work now.
AREN’T WE PASSED THIS
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Keynote: The Body Advantage - Women, Leadership, and Sustainable Power
Women leaders carry an additional layer of invisible work in their professional lives — managing perceptions, navigating expectations, reading the room carefully, and ensuring their voices are heard in environments that were often not designed with them in mind.
Over time, this creates a real toll. In the process of meeting these demands, many women lose connection with one of the most powerful resources available to them in leadership — the intelligence of the body.
This disconnection often shows up as chronic over-effort, diminished clarity, and burnout that no amount of mindset work can resolve.
At the same time, the demands of leadership itself have changed. Leaders today are expected to regulate themselves under pressure, navigate complex interpersonal dynamics, build psychological safety, collaborate across silos, and make sound decisions in uncertainty. Yet many of these capabilities cannot be accessed through thinking alone.
They rely on the intelligence of the body.
In this experiential keynote, Liz explores how reconnecting with the body strengthens three critical leadership capacities:
Capacity: The ability to regulate stress, repattern leadership-limiting behaviours and lead sustainably without burning out.
Connection: The ability to navigate power dynamics, increase visibiity, and build trust in complex interpersonal environments.
Creation: The ability to see systems clearly and generate new possibilities for leadership and influence.
This keynote introduces a different path: learning to work with the body as a source of information, regulation, and direction. Participants experience how embodied awareness supports leadership that is more grounded, authentic, and sustainable, allowing women to expand their influence without sacrificing their energy or themselves in the process.
Outcomes:
Participants will leave with:
A deeper understanding of how disconnection from the body contributes to over-effort and burnout
An experiential understanding of how the body shapes leadership presence, confidence, and impact
A framework for understanding leadership through three capacities: Capacity, Connection, and Creation
A foundational practice leaders can use immediately to increase regulation and self-trust under pressure
Insight into how embodied awareness helps women sustain their leadership while navigating environments that often place additional, and sometimes invisible, demands on them
Ideal for:
Women’s leadership conferences • Women’s ERGs and Associations • Organizations focused on wellbeing, retention, and sustainable leadership
