Cameron Kinloch

True Vantage Partners

I work with CEOs, founders, executive teams and Boards to accelerate growth and strengthen governance during critical inflection points - fundraising, scale up, IPO prep, and M&A. 

My expertise spans Finance, Biz Ops, HR, Legal, and RevOps across a wide range of industries.

Key Projects:
• M&A Advisory: Led diligence, buyer negotiations, and Board updates for a fintech company exploring strategic alternatives.
• PE Portfolio Company Scale-Up: Built Finance, HR, and Legal functions from scratch for a PE-backed company to enable scale under new ownership.
• Fundraising & Forecasting: Developed 5-year models and investor decks that supported successful Seed and Series A raises.
• Liquidity Planning: Designed cash flow and scenario models to guide capital planning and lender alignment for high-growth businesses.
• Operating Discipline: Introduced OKRs and operating "rhythm of business" that improved alignment and accountability across teams.
• Biz Ops & RevOps: Helped establish forecasting, GTM analytics, and cross-functional planning processes.

I advise, support, and execute, bringing C-suite and Board-level perspective while helping companies build the financial and operational foundations to reach key milestones.

Board, CEO & CFO Advisor

EROAD

EROAD is a public telematics company, dual listed on the NZX/ASX exchanges. Member of the Finance, Risk and Audit Committee and the Nominations Committee.

Independent Board Director, Audit & Nom Gov Committees

Copper Cow Coffee

Independent Board Director

Weights & Biases

Successful exit to CoreWeave in May 2025.  W&B is building the best in-class, enterprise grade tools for AI developers. 

I am incredibly proud of our achievements at W&B. To highlight a few:

• Significant company scaling with 10x ARR growth and headcount growth from 90 to 270
• Built Finance & Legal teams from 0 to 15 + staff; supported scaling of People, Rev Ops and Deal Desk
• Launched first long-range model, AOP, and board reporting
• Forecast accuracy >97 %
• Closed $50M Series C-2 and managed investor relations
• Implemented treasury program
• Completed clean Deloitte first-year audit with no audit adjustments
• Deployed NetSuite, Pigment, Airbase; cut close to 8 days
• Opened Japan entity

Chief Financial Officer

Guided Board and CEO through M&A exit to private equity. Chair of Strategic Planning Committee. Finance Committee.

Independent Board Director, Audit & Strategic Planning Committees

Dynamic Signal

Led successful M&A exit to private equity for enterprise SaaS company with 30% of the Fortune 100 as customers. 

Led all M&A workstreams for the company (banker selection, diligence, negotiation of deal terms, closing of the transaction and integration) while also leading Finance, Legal and Revenue Operations.

Bulletproof 360

Joined as CFO of Bulletproof.  Promoted to COO and added to the Board of Directors within 6 weeks of joining.  The full executive team reported into me.

• Full operational responsibility across Sales, Marketing, e-Commerce, Supply Chain, R&D, Finance, Legal, HR, and Customer Service
• Restructured operations and cost structure to achieve profitability within 6 months
• Led creation of Compensation and Audit Committees and refinement of corporate governance policies and practices

Chief Financial Officer, Chief Operating Officer and Board Director

Ripple Foods

Full CFO responsibilities. Recruited to lead all Finance functions reporting to the CEO.

• Board: Led Board discussions on financials.  Managed Board agenda and resolutions
• Financings: $65mm Series C announced January 2018; led upsize of large debt facilities
• Audit: Managed successful completion of first year audit
• Team: Built out Accounting and FP&A team from 2 to 8 in ten months

SVP, Finance

Ripple

Full CFO responsibilities for global enterprise software and payments company, reporting to CEO.

Recruited to lead all Finance and Facilities functions.  Finance responsibilities spanned FP&A, Accounting, Business Intelligence, Investor Relations, Revenue Operations, Treasury, and Tax.

• Strategy: Developed framework to refine and drive alignment to long-term company strategy 
• Finance: $55mm Series B announced September 2016. Transformed Finance into a strategic partnering function across entire business and built out key finance functions from scratch
• Operations: Drove operational maturity and excellence as the company rapidly scaled its enterprise sales. Scoped, established and helped hire key roles across the company
• Metrics: Created company goal setting process and responsible for cascading goals throughout the organization. Defined key company metrics
• Tax: Led initiatives to optimize company's global tax structure
• Investor Relations: Established IR function for digital asset and equity investors
• Facilities: Led global facilities function and full build-out of 30,000 sq. ft new HQ

VP of Finance

Box, Sunrun

Recruited to establish and scale critical finance functions and the FP&A organization at several incredible companies.  Built teams and established finance functions from scratch through hyper-growth, international expansion, multiple acquisitions and IPO.  

Took Box through the S-1 process and Sunrun through IPO. Took on progressively larger and more senior roles culminating in VP, FP&A role.

VP of FP&A

As a CFO, COO and 4x Board Director, I bring over 20 years of experience leading companies through pivotal transitions and driving strategic growth. 

Here's how I've helped some of the most prominent startups on Wall Street and in Silicon Valley scale:

↳ Led companies to triple-digit growth and profitability within six months.
↳ Spearheaded numerous eight-digit debt, equity, and convertible fundraises.  Achieved 100% direct sales growth while reducing costs by 20%.
↳ Advised CEOs and companies ranging from $2M to $450M+ in revenue through multiple funding rounds, IPOs and M&A exits. 
↳ Served on 4 boards, both private and public, guiding CEOs and management teams.
    
I grew up in LA where grit and education were non-negotiable. That drive took me from a public school to Harvard—and eventually to Wall Street.

My time on Wall Street was a wild ride. While I loved the fast-paced world of finance, I found my true passion in Silicon Valley, helping tech companies grow and succeed.

I’ve enjoyed combining my financial expertise with the innovative spirit of startups, guiding them through growth, IPOs, and successful exits. In the past decade, I've had the chance to work with visionary founders, helping them scale while setting them up for long-term success.

Now, I’m on a mission to help companies grow, using everything I’ve learned.

Here’s how I can help you:

1) Speak at your event on leadership, finance, or scaling startups.
2) Advise your company on navigating growth challenges, preparing for an IPO, or improving financial performance.

Shoot me a DM or email me at cameron.kinloch@gmail.com, and we’ll chat more.

We are building the best in-class, enterprise grade tools for AI developers. Our vision is to be the single system of records for all things AI within an organization.

Used by teams at NVIDIA, OpenAI, Lyft, Blue River Technology, Toyota, and MILA, W&B is part of the new standard of best practices for AI.

Early in my career as a CFO, I opened a 60-slide board deck to present in our quarterly meeting.

By slide 4, the Chair stopped me and asked, “Cameron, what do you want from us?”

That question stung and it changed how I run boards forever. 💡

Board meetings aren’t report-outs.
They’re decision forums.

It’s not about reciting metrics or proving effort.
It’s about getting clarity on what moves next. 🎯

Here’s the 3-step formula I now follow to make that happen:

1) Start with the ask.

Before you open your deck, be clear on what you need from the board.
A decision? A green light? A perspective?

If you can’t summarize your ask in one sentence, you’re not ready to present.

2) Simplify the narrative.

Most CFOs think the board wants everything. They don’t.

They want the why and the so what. Cut the noise, connect the dots, and frame every slide around what truly matters to the business.

3) Tie every metric to a story.

Don’t stop at “what happened.” Explain “why it matters” and “what we’ll do next.”

Every metric should lead somewhere, otherwise, it’s trivia.

Once I reframed meetings around action, everything changed.
Our discussions became faster, decisions clearer, and execution sharper. ⚡

That shift also supercharged trust.

The board began seeing finance not as a function but as a strategic partner that keeps the business moving forward.

If you’re a CFO still measuring success by how much you present → flip it.

Measure it by how clearly the board moves after you’re done.

P.S. I advise CFOs and VPs of Finance on building decision clarity, tighter narratives, and leadership rhythms that move the business forward. Reach out if you want to strengthen how your team shows up in the boardroom.

Board Director | CFO & COO | 4 Exits, 2 IPOs | Advisor to High-Growth CEOs and CFOs

After 15 years in the C-suite and 4 board seats, I’ve noticed the same mistakes that quietly stop talented finance leaders from becoming CFO:

1) They think like controllers, not operators.

CFOs don’t just report numbers - they shape decisions.

If you never talk about customers, product, competitive pressure, or revenue levers, you’re signaling you’re a functional expert… not an enterprise leader.

2) They build relationships up, not across.

Great CFOs aren’t just trusted by the CEO and board.

They’re trusted by GTM, Product, Ops, and People because they show up early, listen, and help solve real problems.

3) They can model a forecast but not tell the story.

The CFOs who earn board confidence connect everything in one clean thread: what’s happening, why it matters, what options exist, and the trade-offs behind each path.

Boards remember the narrative - not the spreadsheet.

4) They wait to be invited in.

Future CFOs don’t sit back. They initiate scenario plans, pressure-test strategy, and surface risks before anyone asks.

5) They stay stuck in precision mode.

Perfect accuracy slows companies down.

Standout CFOs set decision thresholds, embrace scenario ranges, and call out the unknowns so the business can move faster.

6) They solve today’s problem, not the next stage.

Boards choose the leader who can scale the company from $20M → $50M, $50M → $200M, or pre-IPO → public.

Your mindset must shift with the stage.

7) They underestimate how much the CFO role is leadership.

Most misses aren’t technical - they’re about influence.
CFOs lead rooms, drive alignment, and bring clarity in moments where ambiguity is high.

The difference between a great finance leader and a CFO isn’t technical skill.
It’s how you think, how you lead, and how you show up.

PS: I coach finance leaders on strategic storytelling, board communication, and executive presence. If you’d like to explore working together, send me a DM.

Starbucks’ new CFO, Cathy Smith, turned heads this year with a $5 million cash signing bonus and a $6.4 million equity grant.

But the real headline isn’t the pay.

It’s why she was hired.

Smith stepped in at a moment when Starbucks was facing:

☕ Multiple quarters of declining same-store sales
☕ A weakening emotional connection with customers
☕ A culture and operating model that needed a reset

This wasn’t a “steady state” CFO hire.

It was a turnaround hire paired intentionally with CEO Brian Niccol.

Because today’s CFO mandate has changed.

It’s not just a finance problem.
It’s a leadership problem.

And that’s exactly why she was chosen.

Boards today don’t want CFOs who just balance books.
They want CFOs who can lead the business forward.

It’s no longer about reporting what happened, it’s about shaping what happens next.

1) From finance leader → enterprise leader

Cathy Smith wasn’t hired to oversee accounting.
She was hired to rebuild momentum - Using finance as the lens for execution, culture, and customer experience

2) From data → narrative building

Financial Precision matters, but it doesn’t move people
The CFO who can extract meaning behind earnings, costs, and forecasts, and turn it into a clear story, inspires belief across investors, employees, and the board.

3) From siloed thinking → cross-functional leadership

Turnarounds don’t happen from one department.
The most effective CFOs align teams, re-energize culture, and enable faster, better decisions across the entire business.

Starbucks didn’t hire Cathy Smith for where the company is.

They hired her for where it needs to go.

And they placed a bet that finance leadership can help drive that shift.

Lesson:

The CFOs who shape the future - not just report the past - are the ones defining the next era of leadership.

PS: If you’re a CFO or VP of Finance preparing for that next step, I coach leaders on the real levers of the role: strategic narrative, board communication, and enterprise leadership. DM me if you want to explore working together.

Forbes called her the most powerful and influential CFO of the last decade…

But when Google hired Ruth Porat in 2015, most analysts doubted she was the right fit.

A Wall Street operator at an innovation-driven tech giant? 
Many assumed her discipline would slow Google down.

The opposite happened:

📈 Alphabet’s market value grew past $3 trillion during her tenure
🚀 The stock jumped after her early earnings calls
💡 The company consistently beat revenue and profit expectations

Here’s what she actually changed - and what today’s CFOs can learn from her:

1) Anchor decisions in data.

Porat was famous for saying, “The answer is a number.”
Data over opinions. Signal over noise. It cut through politics fast.

2) Replace passion projects with real frameworks.

She introduced structure to how Google funded big bets.
Teams had to prove why they deserved capital - not just ask for it.

3) Challenge the status quo.

She pushed back on excess, tightened spend, and reset expectations.
Not to clip innovation - but to fuel the right innovation.

4) Think in decades, not quarters.

Her support for AI and Cloud was grounded in long-term value creation.
CFOs don’t just protect the present. They underwrite the future.

5) Earn investor trust through transparency.

By separating core results from “Other Bets,” she gave investors clarity.
Clarity → confidence → multiple expansion.

Porat didn’t shrink Google. She sharpened it.

That’s the new era of finance leadership:

CFOs don’t just keep companies healthy. 

They shape strategy.
They influence product priorities. 
They build investor conviction. 
And they make the long term impossible to ignore. 💪

PS: If you’re a CFO or VP of Finance preparing for that next step, I coach leaders on the real levers of the role: strategic narrative, board communication, and enterprise leadership. 

DM me if you want to explore working together.

At 25, my boss called me into her office...

"You're making great progress, but we're holding off on the promotion..."

I didn’t get it.

Now that I’m in the C-suite, I see why that promotion never came.

I was the hardest worker in the room.
Answering emails at midnight.
Taking every project.
Saying 'yes' to everything.

But here’s what I didn’t understand then:
Hard work isn’t the same as visible impact. 💡

I kept my head down. 
I never talked about my wins. 
I never connected my work to the bigger business story.

20 years later, I still see employees being misled.

❌ The hardest worker doesn’t get promoted.
❌ The smartest worker doesn’t get promoted.

✅ The person who shows their value gets promoted.

Your work won't speak for itself.
You have to.

Make your value impossible to miss.

- Pitch your ideas in meetings
- Talk about your career goals during 1:1s
- Tie your wins to business objectives
- Bring solutions, not just problems
- Celebrate milestones through internal channels

Quiet mouths don’t get fed.

And in your career, visibility is a skill - not a personality trait.

Early in my tenure as a board director, I emailed a question about an assumption in the financial model.

Within hours...

- The Chair acknowledged the question
- A fellow director asked for clarification
- Management responded with context the next day
- The item was added to the next meeting agenda

That simple exchange told me everything → this board values transparency, accountability, and speed.

And I realized you can learn a lot about a board’s culture from something small: how they respond when a director raises a concern over email.

On less mature boards, the same note is met with silence, defensiveness, or deferral.

And the truth is, concerns don’t disappear.

 They just reappear later as bigger, more expensive problems.

Governance reveals itself in small moments.

A healthy board:

✅ Acknowledges
✅ Clarifies
✅ Discusses
✅ Acts

An unhealthy board avoids all four.

We talk a lot about culture in the boardroom, but you can usually see it long before the meeting starts.

In 2003, Michael Fiddelke joined Target as a finance intern.
In 2019, he became CFO.
In 2026, he’s set to become the CEO of the $106 billion giant.

Here’s a big lesson if you’re a finance professional and you want to scale your career:
🎯 Think beyond finance.

Fiddelke didn’t rise to the top just by mastering accounting entries or delivering perfect forecasts.

He rotated through merchandising, operations, supply chain, and strategy.
He learned how the business actually works.

That’s the part most finance professionals miss.
Here’s what thinking beyond finance actually looks like:

1) Understand how money moves. 

Go beyond the P&L. Learn where value is created, where it leaks, what slows revenue down, and what accelerates it.

2) Speak the language of operators.

Talk in customer impact, velocity, margin, and growth. When you translate numbers into business outcomes, influence goes up.

3) Build cross-functional trust. 

The best insights live with the people closest to the work. When they trust you, they’ll tell you what the spreadsheet never will.

4) Drive decisions.

Executives don’t need more data, they need clarity. Frame trade-offs, recommend a path, make decisions easy to act on. Then you’re a strategic partner, not just a reporting function.

5) Solve problems outside finance

Fixing bottlenecks in GTM, product, or ops grows your impact far faster than polishing another report.

The truth is simple:

You don’t grow your career just by getting better at finance.
You accelerate when you become more valuable to the business. 💡

That’s the shift Fiddelke made early.

And it’s exactly the shift high-growth finance professionals need to make now.

P.S. After 15+ years in the C-suite, 4 exits, and 2 IPOs, I now coach finance leaders on strategic storytelling, board communication, and executive leadership. If you’d like to explore working together, send me a DM.

12 career principles I’ve learned as a C-suite leader and 4x Board Director that I wish I knew on day one:

👇

1) Become the go-to person for hard problems. Solve what others avoid and you become impossible to replace. 💡

2) The best communicator wins.
It’s not the idea - it’s your ability to get others to believe in it.

3) You don’t get what you deserve. You get what you negotiate. Closed mouths don’t get promoted.

4) No one gets promoted for “doing their job.” Growth comes from stretching beyond your job description.

5) Make other people look good. If you help them win, they’ll pull you up with them. 🤝

6) Soft skills pay the highest ROI. Selling, influencing, navigating tough conversations - that’s leverage.

7) Speed matters. Fast movers get more opportunities because they create momentum.

8) Grow by being the least experienced person in the room. If you’re always the expert, you’re not learning anymore.

9) Being right isn’t enough. If you can’t persuade, you can’t lead.

10) Your first decade is about skills, not salary. Chase learning. The comp follows competence. 🎯

11) Reputation compounds. Every action builds or erodes your future opportunities. Protect it.

12) People don’t follow titles. They follow value. Become someone worth listening to.

What’s one lesson you wish you knew earlier?
Let me know in the comments.

My CEO once said in frustration, “Cameron, can’t we just agree for once?”

We were prepping board materials, and I kept pushing back on his assumptions.

Early in my career, I saw moments like this as conflict.
Now, I see them for what they really are - trust being tested. 🤝

The best CEO–CFO relationships aren’t built on harmony.
They’re built on truth.

My job isn’t to match the CEO’s optimism or nod along.
It’s to protect clarity.

Here’s what great partnership actually looks like:

🧩 Challenge privately, align publicly It builds credibility in both directions.

🎯 Speak in tradeoffs, not turf wars “What’s the cost?” and “What’s the upside?” are the real questions.

📊 Push for facts, even when it’s uncomfortable

Respect grows when you bring precision, not politics.

A good CFO manages numbers.
A great CFO manages tension.

Alignment doesn’t mean agreement.

It means friction delivered with respect - and clarity that elevates the whole company.

P.S. If you’re a finance or operations leader trying to build this kind of trust with your CEO, I coach leaders through exactly that shift. DM me if that’s where you want to grow.

If you’re a CFO getting labeled “too cautious” or “too tough,” here’s the real story:

You’re doing exactly what the business needs.

Here’s why:

1) You protect the company from bad spending

When the world expected Apple to chase splashy acquisitions, CFO Luca Maestri stayed disciplined. No wasteful M&A. No undisciplined expansion.

A focus on efficiency, capital returns, and precision in R&D.
Instead, he doubled down on operational efficiency, capital returns, and precision in R&D spending.

✅ Result: Apple’s stock value grew approximately 800%, and its cash reserves now exceed $160 billion giving it the freedom to innovate that no competitor can match.

2) You ask the questions no one wants to answer.

When Ruth Porat joined Google as CFO in 2015, she immediately started asking uncomfortable questions about spending priorities and accountability.

She cut unnecessary moonshot projects and demanded clarity on ROI for each initiative.
Critics said she was “too strict” for Google’s free-spending culture.

✅ Result: Google’s market capitalization soared from $384 billion to nearly $3 trillion during her tenure, and she set the standard for financial focus in Big Tech.

3) You choose integrity over popularity.

As a finance leader and later CEO, Indra Nooyi resisted pressure to optimize only for short-term profits. She pushed PepsiCo toward healthier categories.
A move Wall Street initially hated.

✅ Result: PepsiCo evolved into one of the most diversified and future-ready CPG portfolios while competitors played catch-up.

The traits people criticize in CFOs are often the ones that keep companies resilient when things go wrong.

Leadership isn’t about being liked. It’s about being responsible.

After 15 years in the C-suite, 3 M&A exits, and 2 IPOs, I now help VPs of Finance and incoming CFOs sharpen their leadership, communication, and board presence. If you want to operate like the strategic partner every CEO wants, DM me.

There have been moments in my career as a board director where I’ve looked around the table and realized I was the only one with my hand up.

And I felt a familiar hesitation → “Is it just me?”

But here’s what experience teaches you:

Board work isn’t about avoiding disagreement.
It’s about protecting the decision.

Asking the lone question isn’t a sign you’re out of sync.

It’s often a sign you’re seeing something others haven’t processed yet.

Here’s why those questions matter:

1) Timing matters → early questions prevent late surprises.

In the early 2000s, LEGO was near bankruptcy after expanding into too many unrelated products.

The board asked a pivotal question: “What business are we really in?”

Refocusing on core brick-based play laid the foundation for their turnaround. 🎯

2) Discomfort matters → the best questions feel awkward before they become necessary.

When a question feels risky, it’s usually because it challenges an assumption the group has quietly accepted as truth.

That’s when a board earns its keep - by seeking a truer picture, not a more comfortable one.

3) Conviction matters → if it sits in your mind, it deserves airtime. 🔁

In the 1980s, Intel was still clinging to its memory-chip business even as Japan dominated the market.

Andy Grove kept asking why Intel was fighting to save a business it had already lost.

That conviction drove Intel to pivot to microprocessors -A decision that shaped the next 30 years of computing.

4) Perspective matters → fresh eyes catch what familiarity filters out.

Teams closest to a decision stop seeing its weak points. 🧩

A question from someone less entangled can break the certainty loop and reframe the entire discussion.

Remember:

Board work isn’t about perfect alignment.
It’s about pressure testing the decision until it’s truly sound.

And sometimes the most valuable person in the room is the one willing to raise a hand when no one else does.

One of the most important leadership lessons I’ve learned is this:
Hire for capacity, not comfort.

I learned that 15 years ago at Goldman.

I had years of capital markets experience - but not the traditional investment-banking background.

A Partner hired me anyway.

She wasn’t optimizing for familiarity.
She was optimizing for growth.

→ She saw trajectory, not gaps
→ She saw velocity, not pedigree
→ She saw how fast I could scale, not what I hadn’t done yet

And she didn’t shelter me from the work.

From day one, I was staffed on the hardest deals:

📈 70-hour weeks absorbing the pace of banking
📊 High-stakes negotiations with seasoned clients
⏳ Tight deadlines building and defending complex models

It was intense, uncomfortable, and career-defining.

But that experience shaped how I evaluate talent today - as a CFO, as a board director, and as a leader of teams:

- Who learns fastest under pressure?
- Who can operate at altitude before they feel “ready”?
- Who grows into stretch, not away from it?
- Who has the judgment to scale into bigger roles?

Capacity is the real differentiator.

Not resume lines.
Not prior roles.
Not perfect pedigree.

The leaders who bet on capacity build organizations that outperform.

The leaders who hire for comfort build teams that stall.

I’ve seen $500M+ companies crash post-IPO.
On the other hand, I’ve seen $100M companies thrive.

At Goldman, I helped evaluate IPO candidates and prepare them for the public stage.

In Silicon Valley, I was Head of FP&A at Sunrun and Box through their IPO journeys.

I’ve sat on both sides of the table.

And the brutal lesson is always the same:
Maturity beats size.

Most CEOs and CFOs nail the table-stakes metrics:

✅ Revenue growth rates
✅ Market size projections
✅ Competitive positioning

But the real predictors go deeper.

Here are the 5 signals that separate IPO-ready companies from the rest:

1) Consistent Performance → Six or more quarters of steady execution, hitting guidance even when markets shift.

2) Operational Discipline → 5-day close or less, SOX-ready controls, teams that thrive under investor scrutiny.

3) Narrative Clarity → CEO and CFO can articulate the growth story in one sentence - and analysts can repeat it.

4) Leadership Alignment → Management and the board united on strategy, numbers, and messaging.

5) Market Pull → Analysts already tracking and investors leaning in before the S-1.

Here’s the truth:

💪 IPO ≠ graduation ceremony
🎯 IPO = starting gun for quarterly judgment

The companies that thrive don’t just prepare for a financing event.
They build the muscles of a public company long before they ever file.

The real question isn’t: “Have we hit $X in revenue?”
It’s: “Are we mature enough to deliver quarter after quarter?”

P.S. I advise CEOs, CFOs, and boards on IPO readiness, governance, and financial strategy, drawing on 20+ years across Wall Street and Silicon Valley, 3 M&A exits, and 2 IPOs.

If your company is preparing to go public, now is the time to build those muscles.

Jodi Wilding Coaching

As a Certified Integral Associate Coach™ with a private coaching practice, Jodi works with entrepreneurs, executives, and professionals break free from stress, pressure, and misalignment—so success feels as good as it looks.

With 15+ years in high-performance healthcare and a deep passion for human behaviour and transformation, she guides clients to shift limiting patterns, optimize how they work and live, and step into their next level—without burnout.

Known for her engaging, conversational style, Jodi speaks at conferences, retreats, and leadership events, delivering customized keynotes and workshops that inspire clarity, alignment, and lasting success.

Founder & Principal

freelance

As a nurse, Jodi worked across the full spectrum of life—from welcoming babies to supporting patients through critical health challenges and end-of-life care.

Her role extended beyond medical care; she coached, educated, and guided individuals through their most vulnerable moments, ensuring they felt seen, supported, and understood.

She was not only a caregiver but a source of strength, empathy, and connection, helping patients and families navigate both physical and emotional transitions.

Registered Nurse

As a former nurse who witnessed humanity at its most vulnerable, I learned this truth: most people don't regret the bold moves they made—they regret the chances they didn't take and the authentic life they never fully embraced.

This became my mission: helping entrepreneurs transform their inner world so their outer results can finally match their potential.

You know you're meant for more, but something invisible keeps getting in your way. Whether it's imposter syndrome, scattered focus, or invisible barriers, I help you break through and build the life and business you envision.

Where I Create Impact:

⭐ Stage 1: Purpose Discovery - Helping unfulfilled professionals rediscover meaning and actualize their potential

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Ready to stop waiting and start building?

 Whether you're feeling unfulfilled and searching for more, ready to make your entrepreneurial leap, or scaling your purpose-driven business, let's explore your next level together.

🔗 Strategy call: https://calendly.com/jodiwilding/discovery-call
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Jodi Wilding

I was heartbroken. 
Single. 
Almost 30.

And suddenly, everyone had opinions:
"When are you settling down?"
 "When will you get a real job?"
"Shouldn't you be more... stable by now?"

So I did what we're taught to do.

I stopped trusting my voice. 

I tried to become someone who looked "responsible." "Normal." Safe.

And the more I tried to fit in, the more I disappeared.

I played small to keep others comfortable. 
I toned down everything bold, free, and alive about me, because it made others uneasy.
I dimmed the very things that made me ME.

Until one day, I looked in the mirror and thought: Who are you?

I had abandoned myself through a series of quiet decisions, each one made out of fear.

It took hitting rock bottom to see the truth:

The parts I tried to hide—my creativity, my desires, my energy—weren't problems to fix.

They were my power.

And they still are.

Now I don't just protect those parts in myself, I help other women do the same.

What I wish I knew then:
You don't need to dim who you are to belong. 
You don't need to give up what makes you feel alive to be successful or to be a good mom. 
You're allowed to choose yourself before life forces you to. 
You get to decide who you are and how you want to live.

There are no rules, except the ones you choose.

That's why I'm building something to help women align who they are with how they lead, work, love, and live.

P.S. If this spoke to you send me a DM. I'd love to connect.

Blending Science + Soul to Redefine Success | Executive Coach for Human Performance and Potential | Adventure Seeker

I’ve been quiet here lately.

You know that feeling when life isn’t falling apart… but it’s rearranging you?

That’s where I’ve been.

Revisiting old journals.
Re-reading ideas I once ignored.

Paying attention to the desires I’ve outgrown, and the ones I’ve been pretending aren’t there.

This year has been about exploring, creating, and uncovering what is me and what isn’t .

What I truly want vs. what I’ve been doing because I convinced myself I should.

I’m excited about what’s coming.

And I’ll be sharing more in the days ahead.

Stay tuned. 🤗

I tried to fit myself into a life that didn’t feel like mine.

I did this for a long time.

Not because anything was “wrong” on the outside…

but because something wasn’t right on the inside.

I kept trying to make it work:
 ✔ the “good job”
 ✔ the relationship that looked fine
 ✔ the routine that checked all the boxes

And yet, I didn’t feel like me.

I was going through the motions, caught in the rinse and repeat cycle.

I wasn’t unhappy… just un-alive.

I wanted something deeper — more joy, more meaning, more me-ness.

A steady pay check can feel like safety… until it feels like you’re trading yourself for it.

A relationship can feel comfortable… until it costs you your aliveness.

Leaving isn’t easy.

But neither is dimming your light and staying somewhere you’re shrinking.

What I needed to hear back then was simple:

You don’t have to apologize for wanting more.
You don’t need permission to choose differently.
You’re not “too much” for wanting a life that feels true.

Sometimes growth isn’t about burning your life down —
it’s about finally listening to the part of you that’s been whispering for years.

If you’re in that in-between place… curious, restless, quietly recalibrating — I see you.

I’m building something for women who are ready to step into their more.

Want to be the first to know when it’s ready? DM me “X”  and I’ll share the details with you privately.

"I know there's something more for me."

I've heard this from at least 10 people in the last two weeks.

Successful people who've built the life, checked the boxes, done everything "right."

And still feel restless.

That sense there's more here for you even if you can't name it yet.

It’s like an itch you can’t quite scratch.

You’re not imagining it.

There is more.

But here's the truth: you won't access it by doing the same things that got you here.

The same patterns that built your success are what's keeping you stuck spinning your wheels.

The next level requires a new way of being.

Not more doing. Not more strategy.

A shift in how you feel. In presence. In bringing more of you to the surface. 

It's wild how a few subtle shifts in awareness, in perspective can crack everything open.

Suddenly, possibility is everywhere.

You feel stronger. Clearer. More alive. More YOU.

And that feeling it's a spark that never gets old.

If you've been feeling "there's something more"—listen to that. 

P.S. My DMs are open if this landed.

Someone I trust said I shouldn't call myself a leadership coach — because I've never held a formal leadership title.

Here's why they're wrong.

Leadership isn't a title. It's how you choose to live.

You lead when you take responsibility for your life. 
You lead when you choose what's true instead of what's expected. 
You lead when you stop abandoning what matters to you.

We lead in quiet ways we rarely give ourselves credit for:
* how we show up with our kids
* how we communicate in our relationships
* how we choose honesty over fitting in

Most people think leadership is about managing others. It's not. It starts with managing yourself.

Your boundaries. Your values. Your energy. Your decisions.

If you can't lead you, how can you lead anyone else?

So yes, I'm a leadership coach. 

I help women lead themselves first so they can create relationships, careers, and lives that reflect who they truly are.

Real leadership is:
Trusting yourself to make decisions you're proud of
Choosing what's true over what's expected
Building a life you actually want to live

And that's the kind of leadership I'm here for.

In 2026, I'm opening up limited space to work with women ready to step into it.

Women who are tired of abandoning themselves and ready to align who they are with how they lead, work, love, and live.

If that's you, and you want to learn more send me a DM.  I'm filling spots for early 2026 now.

I spent my 20s (and 30s) trying to figure it all out.

Trying to fit in. 
Trying to have the right answers. 
Trying to be what everyone else thought I should be.

It was exhausting.

Here's what I wish someone had told me back then:

Stop trying to figure it all out.

Stop trying to fit in.

Just be you.

You don't need all the answers right now.
You just need to trust yourself enough to keep moving, even when it's uncomfortable.

You're going to get knocked down. 
You're going to feel like you don't belong.

That's not a sign you're on the wrong path. That's part of growth.

Here's what I know now that I wish I knew then:
You belong to yourself first.
Your voice matters.
Your dreams aren't too big.
Stop apologizing for wanting more.
Stop shrinking to fit someone else's version of "normal" or "success"
Own your wild, messy, beautiful journey.
Own your space.
Live boldly..

P.S. I'm still practicing this and now but I notice faster and come back to myself quicker.

What would you tell your 20-year-old (or 30-year-old) self?

Drop it in the comments, I'd love to hear!

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The Battle

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