I’ve spent twenty years inside HR — big-machine HR at Microsoft, IPO-era HR at Redfin, APAC HR for a multinational based in Shanghai, and now People & Culture work at Stitch Fix. I’ve sat in a lot of conference rooms during a lot of hard moments.

What I noticed, over and over, is that the leaders I admired most weren’t the ones with the cleanest frameworks. They were the ones who could stay in a hard conversation without flinching. Who listened longer than was comfortable. Who refused to be either cold or performative.

That’s the work I do now. I help leaders practice being themselves — on purpose — in the rooms that actually matter. I don’t have a 7-pillar model. I have twenty years of having watched what works, and a real curiosity about what you’re trying to do.

I’m also a person who has made real mistakes as a manager. I’ve had the hard feedback land wrong. I’ve been the boss who avoided the conversation I should have had six months earlier. I bring all of that into the room with us, not as confession, but as evidence that this stuff is genuinely hard — and genuinely learnable.

— Sara

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