First and foremost, I have always worked in tech. I started my career as a software developer way back in the late 90s. I was lucky at that time to join a team that was practicing something that was considered cutting-edge at the time – Extreme Programming, the grand-daddy of Agile Software Development.

Working on an agile software team delivering products to users and customers taught me so many valuable lessons. In particular, I learned how important it is that the people who make decisions about work priority and scope be trusted and collaborative with the people who actually do the work. I also learned that it is deeply painful (dare I say heartbreaking?) to learn that the work you do hinders or holds back the people that you intend to help. To me, the connection between customer, product/program/project management, and delivery is a “win for all” relationship that is always worth developing.

After 10 years of writing code, I came to realize that I was happier and frankly better at navigating complex people systems than software systems. I transitioned my career to coaching and consulting on digital transformations. This involved being parachuted (I mean this, I worked at a startup) into client environments along with a small team of really smart software developers, aiming to initiate a change in both technology and ways of working. In this deeply empowering environment, I grew to become a senior leader and people manager – all while being one of the top billing consultants at the company. It’s hard to reduce that experience into a handful of lessons, but I will say this… this is where I learned to fully accept responsibility for my words, feelings, and actions. Where I learned hard lessons of what can happen when power is held unconsciously. It’s also where I came to another clear realization, that “coaching” is a profession and that I needed to learn and claim that craft for myself. I’ve learned so much from Integral Coaching Canada, Strozzi Institute, as well as the amazing coach trainers of ICAgile.

Throughout it all, the importance of teamwork in the truest sense of the word became clear. When working on uncertain and complex problems, having a team that you can depend on and that you trust – this is where magic happens. Whether at the leadership table or working together on a complex piece of software or connecting with some of my favourite coaches – gather smart, motivated, trustworthy people together around a goal or a problem… and then, get the hell out of their way.

Three years ago, now a Professional Coach and having launched my own business (InsideOutAgile) five years prior -coaching and consulting with private and public sectors on digital transformations – I came to another very clear realization: if we do not come together to address the impacts of climate change, nothing else we do will really matter within a few generations. At that moment, I decided that I would work exclusively with the mission-driven companies that are addressing humanity’s most pressing problem. I haven’t looked back.

So – finally – why do I coach Climate Tech?

• Because I know what it takes to make a shift from scientist/technologist into leadership/management. I’ve done it. I’ve helped others to do this more than once.
• Because I know that the complexity of tackling climate change means leaders of Climate Tech must be able tap into a high level of trust and collaboration (inside and outside their organization) to get the job done. That’s work. Especially as you scale up.
• Because I know that we are asking Climate Tech to operate with a level of accepted responsibility that is above and beyond what we experience in most organizations. This doesn’t happen by accident. It starts at the top and is designed into the organization’s way of being and working – both inside the org and outside the org.
• Because I know Climate Tech leaders sometimes need a steady hand to work with them through tough times by leaning into their mission and values. In such moments, a little coaching can go a long way…