Mentor vs. Executive Coach vs. Therapist: The Clinical Decision Tree for Driven Women
Mentor, executive coach, and therapist each offer something genuinely different. And driven women deserve a clinical framework for deciding which one they actually need. This post draws the precise distinctions between these three roles, explains why behavioral coaching can’t rewire nervous-system-level patterns, maps the clinical indicators that point clearly toward therapy, and makes the case for why the most well-supported driven women often work with all three.
Last reviewed: June 2026 by Annie Wright, LMFT
- Crying in the Car Between Back-to-Back Meetings
- What Each Role Actually Does
- The Neurobiology of Why Coaching Can’t Reach Deep Patterns
- When the Wrong Role Shows Up in Driven Women
- The Clinical Indicators That Point Toward Therapy
- Both/And: You May Need All Three. And That’s Not a Failure
- The Systemic Lens: Why Driven Women Invest in Coaches Before Therapists
- How to Use This Decision Tree
- Frequently Asked Questions
Crying in the Car Between Back-to-Back Meetings
| Dimension | Psychiatrist | Therapist (LMFT, LCSW, Psychologist) |
|---|---|---|
| Primary scope of practice | Medical management of psychiatric conditions. Diagnosis, medication prescription, and monitoring of pharmacological treatments for mood, anxiety, psychosis, and related conditions. | Psychotherapy. The sustained clinical relationship in which trauma processing, pattern work, identity exploration, and psychological healing happen through a relational and clinical frame. |
| Training path | Medical school plus psychiatry residency. The psychiatrist is a physician with specialized training in psychiatric conditions; prescribing authority is central to their scope. | Graduate degree in mental health field (MFT, LCSW, psychology) plus supervised clinical hours. Licensed by state boards and trained specifically in psychotherapeutic methods. |
| What they can and can’t do | Can prescribe, diagnose, and manage medication; in many current practices, this is the primary or sole function. therapy is often not offered in psychiatry appointments. | Cannot prescribe. This is the core scope distinction; for medication needs, therapists work in collaboration with prescribers or refer to psychiatry or primary care. |
| When you need the psychiatrist specifically | When medication is part of the treatment plan. Significant depression, anxiety disorders, ADHD, or complex presentations where pharmacological support is clinically indicated. | When the primary need is relational, psychological, and sustained. Trauma processing, identity work, grief, relationship patterns, and the deep interior work that medication alone doesn’t address. |
| The combination model | Psychiatrist for medication management plus therapist for the ongoing psychotherapy is the standard of care for complex presentations. The two roles are designed to complement each other. | Many of my clients see a psychiatrist for medication support and see me for the therapy. This is collaborative and appropriate; we communicate as needed within HIPAA parameters. |
| Finding the right therapist as a physician | Physicians may benefit from a psychiatrist who understands medical culture specifically. The particular identity pressures, shame around mental health help-seeking, and professional stakes are relevant clinical context. | A therapist with specific experience with physicians and driven women. Not just general therapy, but someone who understands what it means to be both the helper and the person who needs help. |
It’s 11:47 p.m. Celeste opens her laptop in the dark kitchen of her Menlo Park house. Her Slack is full. Her seven-year-old is asleep upstairs. Her husband hasn’t asked her how her day was in four days, and she has stopped noticing. She has a Monday standing call with her executive coach. An ICF-credentialed former McKinsey partner. She has a quarterly check-in with her formal mentor, a retired SVP from Google. And she has a therapy appointment she booked six weeks ago and keeps moving because she can’t justify the hour.
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In the coach call, she talks about her product roadmap. With the mentor, she talks about her career arc. In her car between meetings, she cries for a reason she can’t fully name. She suspects none of the three people in her life can help with that. She’s partially right. But only because she hasn’t yet been given a clinical framework for which one actually addresses what’s happening in that car.
This is one of the most common confusions I see in my work with driven women. They’ve assembled what looks like a comprehensive support team. And yet something essential is being missed. Not because the team members aren’t skilled. But because the presenting problem has been routed to the wrong level of intervention.
What Each Role Actually Does
In my work with driven women, I consistently see a fundamental misunderstanding of what these three roles actually offer. The misunderstanding isn’t a failure of intelligence. It’s a failure of the cultural narrative to distinguish clearly between them. Let me do that here.
A mentor is typically someone more senior in your field who has walked a similar path and can offer invaluable guidance. They provide career navigation, share institutional knowledge, facilitate network access, and offer advice rooted in lived experience. Think of them as a seasoned guide who can help you see around corners you haven’t encountered yet. But a mentor’s scope ends where clinical issues begin. They don’t have the training to process trauma, grief, anxiety, or relational ruptures. Expecting them to do so is unfair to both parties.
An executive coach focuses on behavioral and strategic support for leadership challenges. They’ll work with you on communication skills, decision-making, team dynamics, and performance optimization. Credentialed coaches. Particularly those certified by the International Coaching Federation (ICF). Are trained to recognize when a client’s presenting issues move beyond their scope and require clinical intervention. Uncredentialed coaches often lack this discernment, which can lead to prolonged struggles for their clients.
A professional partnership providing behavioral and strategic support for leadership challenges, focused on enhancing communication, decision-making, team dynamics, and performance within an organizational context. Per the International Coaching Federation (ICF), it is “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It is explicitly forward-looking and does not address underlying psychological or trauma-based patterns.
In plain terms: A coach helps you get better at your job and navigate professional challenges. They’re focused on what you do and how you do it. Not on the developmental wounds that may be quietly driving those behaviors from underneath.
A therapist provides clinical assessment and treatment for psychological presentations. We process the developmental and relational origins of behavioral patterns, working with the nervous system to address underlying issues. This isn’t skill-building for the workplace. It’s healing the internal architecture that shapes how you show up everywhere, including at work. It’s the place where the crying in the car gets named, understood, and worked with. Not managed.
A clinical treatment process focused on the assessment, diagnosis, and healing of mental, emotional, and relational distress. It involves a collaborative relationship with a licensed mental health professional to explore underlying psychological patterns, process past experiences, and develop healthier coping mechanisms and relational styles. The American Psychological Association (APA) describes psychotherapy as a collaborative treatment grounded in dialogue, designed to help individuals understand their moods, feelings, thoughts, and behaviors.
In plain terms: Therapy is where you go to understand why you do what you do, and to heal the parts of yourself that were shaped by experiences you didn’t choose. It works at the root level. Not the symptom level.
It’s crucial to understand that while all three roles can be supportive, their methodologies, ethical boundaries, and areas of expertise are genuinely distinct. Misidentifying your core need can lead to spinning your wheels. Investing time and resources into a solution that isn’t designed for the problem you’re actually facing. If you’re dealing with complex PTSD symptoms or persistent imposter syndrome, a coach may genuinely not be equipped to help, no matter how skilled they are.
The Neurobiology of Why Coaching Can’t Reach Deep Patterns
Here’s why behavioral coaching so often fails to produce lasting change for driven women dealing with deep-seated patterns: many of the behaviors coaches target. Perfectionism, over-control, difficulty delegating, conflict avoidance, imposter syndrome. Aren’t skill deficits. They’re deeply rooted in subcortical threat-detection patterns wired into the nervous system, often forged in early developmental experiences. And those patterns don’t respond to behavioral strategies alone.
Daniel Siegel, MD, clinical professor of psychiatry at UCLA and author of Mindsight, describes the interplay between “bottom-up” and “top-down” brain processing. Top-down processing involves the prefrontal cortex. The seat of conscious decision-making, logic, and behavioral strategy. This is primarily where coaching operates. But bottom-up processing originates in the limbic system and brainstem. Older, more primitive regions responsible for survival instincts, emotional regulation, and threat detection. These deeper systems react instinctively, based on past experiences and early relational patterns, often outside conscious awareness.
When bottom-up threat systems are activated by perceived danger. Even something as subtle as the fear of failure or disapproval. They can hijack top-down capacity entirely. This is why a coach working on “delegation skills” with a woman whose core wound is the belief that she must earn love through performance will make no lasting progress: the behavior is rooted in a nervous system pattern, not a skill deficit. Richard Schwartz, PhD, developer of Internal Family Systems (IFS), describes these as “manager parts”. Internal protectors that run over-functioning, people-pleasing, and perfectionism in service of keeping the system safe. They don’t respond to new behavioral scripts. They need to be understood, approached with compassion, and gradually allowed to step back.
Research into the neurobiology of perfectionism and attachment patterns further illuminates this. Studies show that perfectionism is linked to altered error processing in the brain. Individuals expend excessive cognitive resources on error-related content and worry. Attachment patterns modulate neural markers of threat and self-criticism, indicating that early relational experiences profoundly shape how the brain responds to perceived danger in adulthood. These aren’t issues that can be coached away. They require a clinical approach that addresses the nervous system and the relational templates formed in early life.
When the Wrong Role Shows Up in Driven Women
When the intervention doesn’t match the depth of the problem, driven women find themselves in a frustrating cycle. They’re intelligent, committed to growth, and doing all the “right” things. Yet certain patterns persist despite significant investments in coaching or mentorship. The mismatch often stems from attempting to address a nervous-system-level issue with a behavioral-level solution.
Consider Noor, a 43-year-old law partner at a prestigious firm. Over eight years, she’s worked with four different executive coaches. Each highly recommended, each effective for her peers. Each coach identified the same recurring pattern: Noor struggles to accept credit for her achievements, deflects praise in performance reviews, and consistently takes on additional work from her team to avoid perceived conflict. Each coach designed a behavioral protocol. Scripts for accepting compliments, strategies for delegating, techniques for limit-setting. Within ninety days, Noor reverted. She still can’t genuinely accept credit. The thought of delegating a critical task fills her with almost unbearable anxiety.
What’s happening isn’t a skill deficit. It’s an attachment strategy. For Noor, over-functioning and people-pleasing likely developed in early life as ways to secure connection or maintain safety. Her nervous system learned that her worth was tied to utility and performance. A coach, operating at the behavioral level, can offer tools to manage these behaviors. But can’t treat the underlying attachment wound. That requires a clinical intervention addressing relational templates stored in implicit memory and the nervous system. It’s like trying to fix a software bug by only editing the interface. The underlying code remains unchanged.
Jerry Colonna, one of the most respected executive coaches in Silicon Valley, speaks with unusual candor about the limits of his own field. He acknowledges that when the problem lives in the nervous system. Manifesting as deeply ingrained patterns of relating to self and others. A purely behavioral approach will fall short. This isn’t a failure of the coach. It’s a mismatch of tool to task. Understanding the difference is what allows driven women to stop blaming themselves for the coaching not working, and to route themselves to the right level of support.
The Clinical Indicators That Point Toward Therapy
So how do you know when what you’re facing requires the clinical depth of therapy rather than the strategic guidance of a coach or the wisdom of a mentor? In my practice, I’ve observed several clear indicators that signal a presenting problem extending beyond the scope of coaching or mentorship.
The first is the presence of recurring relational patterns that don’t respond to behavioral strategies. If you find yourself repeatedly encountering the same dynamics across different relationships. The same conflict styles, the same dynamics of feeling undervalued despite accomplishments, the same collapse in the face of certain authority figures. This often has roots in early attachment experiences. A coach might offer strategies for self-advocacy. A therapist would explore the underlying beliefs and relational templates that keep recreating these dynamics.
The second indicator is somatic symptoms tied to work or relational stress. Chronic gastrointestinal distress, persistent sleep disruption, unexplained fatigue, chronic tension. Headaches, jaw clenching, shoulder pain. That correlate with specific workplace pressures or interactions. These aren’t issues a new productivity system will solve. They require a clinical understanding of the mind-body connection and nervous system-informed interventions. Trauma-informed therapy works directly with these somatic presentations.
A history of childhood neglect, abuse, or relational trauma that is clinically active is perhaps the clearest indicator of all. A coach might help you manage the effects of past trauma on current performance. But they cannot process the trauma itself. If anxiety, depression, or dissociation are significantly affecting daily function, decision-making, or relationships, these are clinical presentations that fall squarely within the therapist’s domain. A responsible coach recognizes this and makes the referral. If they’re not doing that, they’re operating outside their ethical scope.
“You may shoot me with your words, you may cut me with your eyes, you may kill me with your hatefulness, but still, like air, I’ll rise.”
MAYA ANGELOU, poet and author
Judith Herman, MD, a pioneering psychiatrist and trauma researcher at Harvard Medical School, is unambiguous on this point: trauma is not merely a memory, but a physiological and psychological reorganization that requires a comprehensive therapeutic approach. Her work draws a clear line between coping mechanisms and true healing. And underscores why clinical therapy is indispensable for those grappling with the enduring effects of developmental trauma. If you’re recognizing yourself here, that recognition itself is significant. It’s the beginning of routing yourself toward the support that will actually work.
Both/And: You May Need All Three. And That’s Not a Failure
It’s a common misconception that you must choose between a mentor, an executive coach, or a therapist. In reality, the most well-supported, driven women often engage with all three. Understanding that each relationship serves a distinctly different, yet complementary, purpose. These roles aren’t mutually exclusive. They’re additive, creating a robust ecosystem of support that addresses the multifaceted demands of a complex life.
A mentor can provide invaluable career guidance and institutional perspective. An executive coach can refine leadership behaviors and optimize performance in specific professional contexts. But neither can do what a therapist does: address the internal architecture. The relational patterns, nervous system regulation, and developmental wounds. That ultimately determines how effectively you can utilize the mentor’s advice or implement the coach’s strategies. Without that third layer, the other two are working with incomplete information.
Consider Lauren, a 49-year-old cardiologist and medical director at a regional health system. By all external measures, she’s extraordinarily successful. She has a mentor. A retired chief of cardiology. Who helps her navigate hospital administration politics. Her executive coach, a former healthcare executive, works on communication strategies and board-level presence. And she sees a trauma-informed therapist weekly. Her therapist is the only one who knows about the panic attacks she experiences in the parking garage before difficult meetings, the persistent mother wound that fires her defensiveness when certain women executives challenge her, and the insidious way her perfectionism has started making medical errors more likely because she’s become paralyzed by the fear of uncertainty. Each relationship addresses a different layer. The mentor sees the external landscape. The coach sees the performance layer. The therapist sees the internal world that shapes everything else. That integrated model doesn’t represent failure or weakness. It represents the most sophisticated possible approach to a complex life.
The goal isn’t to be dependent on all three simultaneously forever. It’s to be honest about what level of support you actually need right now, and to route yourself accordingly. For more on what that internal healing work looks like in practice, my Fixing the Foundations™ program offers a structured entry point.
The Systemic Lens: Why Driven Women Invest in Coaches Before Therapists
It’s a curious observation: driven women at the pinnacle of their professions readily invest thousands. Sometimes tens of thousands. Of dollars in executive coaching, yet hesitate to commit to therapy, even when their internal world is privately unraveling. This isn’t a reflection of their intelligence or commitment to self-improvement. It’s a direct consequence of powerful systemic and cultural forces.
One significant structural reality is financial. Executive coaching is often reimbursed by employers or deductible as a business expense. Framed as an investment in human capital. Therapy is typically viewed as a personal expense, often not fully covered by insurance, and certainly not reimbursed by an employer. This financial disparity immediately creates a barrier, making coaching appear more accessible and more “sensible.”
Beyond the financial, there’s a profound framing difference. Coaching is positioned as performance optimization, skill enhancement, and strategic advancement. Concepts that align perfectly with the identity of an driven woman who is constantly striving to improve. Therapy is often framed as “fixing a problem,” addressing a deficit, or admitting to a struggle. This framing directly conflicts with the self-concept of someone who has successfully managed everything, who prides herself on her resilience. In Silicon Valley, BigLaw, and medicine, executive coaches are normalized. Even celebrated as a sign of ambition and commitment. Therapy, despite its robust evidence base and profound efficacy, still carries a lingering stigma.
This cultural endorsement of coaching over therapy. Even when therapy is clinically indicated. Comes at a significant cost. Driven women get the help that is culturally endorsed before they get the help that is clinically indicated. They may spend years trying to coach away anxiety, burnout, or relational patterns that are deeply rooted in developmental trauma, only to find themselves exhausted and increasingly fragmented. Recognizing this systemic pressure is the first step toward overriding it and seeking the right kind of support, regardless of what Silicon Valley or the law firm hallways normalize.
How to Use This Decision Tree
Given the distinct roles of mentors, executive coaches, and therapists, how do you discern which path is right for you right now? The key is honest self-assessment and clarity about the nature of your presenting concern. Not judgment. Clinical precision.
If your primary concern is a recurring behavioral pattern that doesn’t change despite significant effort and previous coaching interventions, start with therapy. Chronic people-pleasing, persistent imposter syndrome, an inability to set limits that leads to burnout, relational dynamics that repeat across different contexts. These are often manifestations of deeper, nervous-system-level patterns that require clinical intervention. A therapist can help you explore the origins, process underlying emotion, and re-pattern your nervous system for lasting change.
Conversely, if your presenting concern is primarily about strategic clarity, career navigation, or leadership skill development within a stable psychological foundation, coaching and mentoring are highly appropriate. Transitioning into a new role, developing executive presence, improving team dynamics, navigating a restructuring. These are outward-facing, performance-oriented goals where a coach’s expertise and a mentor’s wisdom can be genuinely impactful.
What if it’s both? Then an integrative model becomes essential. Many driven women benefit from both coaching and therapy concurrently, with clear limits between the two. The coach focuses on the external, forward-moving aspects of the career. The therapist focuses on the internal, historical, and emotional work that underpins sustained success and well-being. This is precisely where my dual position as a licensed psychotherapist and trauma-informed executive coach becomes relevant. I can hold both lenses or make clear referrals when the clinical work needs to be primary. If you’re ready to explore what this might look like for you, I invite you to reach out via my connect page.
Understanding the distinct yet complementary roles of mentors, coaches, and therapists isn’t just an academic exercise. It’s a vital act of self-stewardship. Recognizing that true strength lies not in relentlessly pushing through alone, but in wisely discerning the specific kind of support you need at each stage. The woman who does that. Who matches the intervention to the actual depth of the problem. Doesn’t just achieve more. She does so with greater integrity, resilience, and a genuine sense of being known and supported in the fullness of who she is.
One thing I want to name clearly for the driven women reading this: the fact that you’re asking which kind of support you need is itself a sign of sophisticated self-awareness. Many driven women spend years in the wrong kind of support. Cycling through coaches, reading self-help books, pushing harder on behavioral strategies. And feeling quietly ashamed when the patterns persist. The shame compounds everything. It becomes evidence, in their internal narrative, that something is irreparably wrong with them.
Nothing is irreparably wrong. What’s often happening is a mismatch between the depth of the problem and the depth of the intervention. Behavioral coaching is an extraordinarily powerful tool for behavioral challenges in a stable psychological context. And therapy. Particularly trauma-informed, nervous-system-based therapy. Is an extraordinarily powerful tool for the developmental, relational, and neurobiological patterns that behavioral coaching can’t reach. Understanding which tool you’re actually reaching for isn’t weakness. It’s precision.
The woman who gets this right. Who matches the intervention to the actual layer of her struggle. Doesn’t just get relief faster. She also reclaims the considerable time and money that was going into the wrong kind of support. She stops blaming herself for the coaching not working. She understands that the patterns she’s been fighting are nervous-system-level realities, not character flaws. And she begins, often for the first time, to experience what it actually feels like to be helped at the depth where the help is actually needed. If you’re at that point. Or even just wondering if you might be. I invite you to explore what working with Annie might look like. The decision tree isn’t complicated once you have the right framework. And now you do.
Q: What’s the difference between a therapist and a life coach?
A: A therapist is a licensed mental health professional trained to diagnose and treat mental health conditions, process trauma, and address deep-seated emotional and relational patterns. A life coach focuses on future-oriented goals and behavioral strategies, without the clinical training or scope to address mental health conditions or complex psychological presentations. Therapists work with your past to heal your present. Coaches work with your present to build your future.
Q: Can an executive coach treat anxiety or depression?
A: No. An executive coach cannot and should not treat anxiety or depression. These are clinical mental health conditions requiring diagnosis and treatment by a licensed mental health professional. A responsible executive coach will recognize these boundaries and refer clients to appropriate clinical care when anxiety or depression are present and affecting functioning. If your coach isn’t making that referral when it’s warranted, that’s a red flag.
Q: Should I stop working with my coach and start therapy instead?
A: Not necessarily. If your coaching sessions keep circling back to deep emotional patterns, past trauma, or persistent mental health symptoms that your coach isn’t equipped to handle, then initiating therapy is indicated. You might choose to pause coaching while doing therapy, or maintain both if your coach focuses on distinct areas from your therapeutic work. The key is open communication and clarity about what each relationship is designed to address.
Q: What does an executive coach actually do in a session?
A: In an executive coaching session, you’ll typically work on specific, measurable goals related to professional development. Leadership challenges, communication strategies, decision-making frameworks, team dynamics. The coach uses active listening, powerful questioning, and goal-setting to help you identify solutions and create actionable plans. The focus is forward-looking and performance-oriented.
Q: Is coaching tax-deductible? Is therapy?
A: Executive coaching, when directly related to improving skills for your current trade or business, can often be deducted as a business expense. Therapy is typically considered a medical expense and may be deductible if medical expenses exceed a certain percentage of adjusted gross income. But it’s less commonly deductible as a business expense. Always consult a qualified tax professional for advice specific to your situation.
Q: How do I know when I’ve outgrown coaching?
A: You might have reached the limits of coaching if the same internal patterns keep resurfacing despite implementing all the strategies, or if the issues you’re facing feel less like skill gaps and more like deep-seated beliefs, past experiences, or nervous system responses. Coaching is excellent for growth within a stable psychological foundation. Therapy is essential for healing the foundation itself.
Q: Can the same person be my coach and my therapist?
A: While some professionals. Including me. Hold licenses in both therapy and coaching, it’s generally best practice to maintain clear limits between the roles. The ethical guidelines for therapy and coaching are distinct. As a dual-licensed professional, I ensure clients understand which mode we’re working in, and I make clear referrals when the clinical work should be primary. The integrity of each process depends on clarity about what it is.
Related Reading
- Colonna, Jerry. Reboot: Leadership and the Art of Growing Up. HarperBusiness, 2019.
- Herman, Judith Lewis, MD, psychiatrist and trauma researcher. Trauma and Recovery: The Aftermath of Violence. From Domestic Abuse to Political Terror. Basic Books, 1992.
- Schwartz, Richard C. No Bad Parts: Healing Trauma & Restoring Wholeness with the Internal Family Systems Model. Sounds True, 2021.
- Siegel, Daniel J., MD, clinical professor of psychiatry at UCLA. Mindsight: The New Science of Personal Transformation. Bantam, 2010.
- Nicolau, A., Candel, O. S., & Constantin, T. “The effects of executive coaching on behaviors, attitudes, and personal characteristics: A meta-analysis of randomized control trial studies.” Frontiers in Psychology, 14 (2023): 1089797. PMC10272735.
- Rana, Michael. “Coaching vs Psychotherapy in health and Wellness.” Global Advances in Health and Medicine, 2, no. 6 (2013): 20, 27. PMC3833547.
- Kim, J. J., et al. “Attachment styles modulate neural markers of threat and imagery when engaging in self-criticism.” Scientific Reports, 10, no. 1 (2020): 14003. PMC7426808.
- van der Kolk, Bessel A., MD, psychiatrist and trauma researcher. The Body Keeps the Score: Brain, Mind, and Body in the Healing of Trauma. Viking, 2014.
References
Peer-Reviewed Research (Vancouver)
- Cloitre M, Stolbach BC, Herman JL, van der Kolk B, Pynoos R, Wang J, et al. A developmental approach to complex PTSD: childhood and adult cumulative trauma as predictors of symptom complexity. J Trauma Stress. 2009;22(5):399-408. doi:10.1002/jts.20444. PMID: 19795402.
- Reisz S, Duschinsky R, Siegel DJ. fearful-avoidant attachment and defense: exploring John Bowlby's unpublished reflections. Attach Hum Dev. 2018;20(2):107-134. doi:10.1080/14616734.2017.1380055. PMID: 28952412.
- Brenner EG, Schwartz RC, Becker C. Development of the internal family systems model: Honoring contributions from family systems therapies. Fam Process. 2023;62(4):1290-1306. doi:10.1111/famp.12943. PMID: 37924221.
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Annie Wright, LMFT
LMFT · Relational Trauma Specialist · W.W. Norton Author
Helping driven women finally feel as good as their résumé looks.
Annie Wright is a licensed psychotherapist (LMFT #95719) and trauma-informed executive coach with over 15,000 clinical hours. She works with driven women. Including Silicon Valley leaders, physicians, and entrepreneurs. In repairing the psychological foundations beneath their impressive lives. Annie is the founder and former CEO of Evergreen Counseling, a multimillion-dollar trauma-informed therapy center she built, scaled, and successfully exited. A regular contributor to Psychology Today, her expert commentary has appeared in Forbes, Business Insider, Inc., NBC, and The Information. She is currently writing her first book with W.W. Norton.
Licensed Marriage and Family Therapist (LMFT #95719)
15,000+ direct clinical hours
California · Connecticut · Washington DC · Florida · Maine · Maryland · New Hampshire · New Jersey · Texas · Virginia · Washington
Creator of House of Life™ and Fixing the Foundations™
The Everything Years (W.W. Norton)
Founder & former CEO, Evergreen Counseling
Regular contributor to Psychology Today. Expert commentary has appeared in Forbes, Business Insider, Inc., NBC, and The Information.
