I'm not a physician,
and that's part of what makes this work.

I experienced my husband's journey through medical school, Sarnoff, residency, fellowship, K applications, R01 applications, and everything in between up close — the hours, the weight of it, the way medicine asks everything and rarely gives back a roadmap for how to carry it. I saw what it cost both of us.

I share this personal story because it's the reason I understood the physician world before I ever worked in it professionally — the hierarchy, the identity, the moral weight, the particular loneliness of being expected to lead without ever having been developed to lead.

She referred a colleague. That colleague referred another. Before I'd made any conscious decision about my practice, it had become entirely physicians — all of it still referral-based and word of mouth.

As my practice grew, I started noticing something else: a pattern repeating across almost every new client.

Across different hospitals, specialties, and states, faculty physicians kept telling me versions of the same story — friction in leadership roles they'd never been trained for, isolation from carrying decisions no one had prepared them to make, a widening gap between the faculty physician medicine had shaped them to be and the leader they were now expected to become.

That's when it clarified for me: this isn't a people problem. Faculty physicians aren't failing at leadership. Medicine has a rigorous, centuries-old system for developing clinical excellence, and no equivalent system for developing the people doing the leading. That gap is structural, not accidental, and it has a real cost — in the physicians it loses, the cultures it produces, and the leaders it leaves underdeveloped.

Root & Rise exists in that gap — not to help physicians cope with a broken system or become more resilient so they can absorb more of it, but to develop them as leaders from the inside out, so the work they do in a coaching room reverberates through every team they touch.

The physician is the mechanism, not me and not the frameworks — finally resourced, oriented, and developed in a way medicine never offered them. I've watched that happen over and over, across hospitals, specialties, and career stages. It's what this work is built to create.