A partner for your business.
Coming alongside CEOs and founders of fast changing businesses. Bringing executive leadership experience to consult and coach on strategic planning, operations, culture and talent development within customer-centered service industries.
Seattle-based, former Fortune 200 executive with a proven track record for achieving results in a wide range of organizations, including 27 years at Starbucks corporate.
Advisory Board member of Sanctuary, an immersive tech enabled wellness concept and board member of Sound Health, a healthcare nonprofit serving the most vulnerable populations. President of the board for the Green Apron Alliance, a global alumni network for former Starbucks employees.
I'm Christine. An executive consultant ready to help.
I work with clients and companies at a pivotal moment—
when they're ready for help and perspective from an experienced executive. Successful clients see our partnership and the business growth as a learning opportunity.
Together we strategize, plan and create structures.
I provide coaching and consulting for leadership all along the way. Leaders and teams are set-up to succeed long after our time working together.
I'd love to connect with you to learn about
your challenges and goals.
I'm excited to share the launch of my book, "From Barista to Boardroom," with CMC Publishing—part autobiography and part business memoir—available at booksellers now.
"Business outcomes are not templated. It's a process of discovery as we work together. Unearthing problems and solution-finding. Strategic analysis, and creatively determining the best way forward."
Doubling in Size
A healthcare company with big growth aspirations was limited by several key issues hindering its ability to scale.
After outlining a clear growth strategy and honing in operational and talent practices, revenue grew 30%,
NPS grew 10 points and employee engagement measures grew by 12%.
Start-up Looking to Franchise
With a goal of franchising, the client needed to quickly establish a solid, repeatable financial model enabled by strong operations practices.
The initial highest priority was to increase client bookings to maximize the membership model. Changes to hiring and scheduling practices and the operational model resulted in a 100% increase in the number of client bookings with minimal investment.
After two acquisitions within one year, the client became painfully aware of the lack of infrastructure of their organization. Manual processes, and jobs that became too big for incumbents. Employee retention issues were keeping them up at night and impacting their customer experience. The top priority was getting the right people in position and exiting (without penalty) a major technology contract that would not support their growth. Employee engagement
increased as a result.