Bridge2Wellbeing

As an executive coach, with over 10 years of professional coaching experience and close to 30 years of corporate experience, I am a bridge for individuals on their journey to achieving peak performance without sacrificing their wellbeing.

My corporate experience expands across various roles, industries and with geographic cultures. I have lead teams of 100+, managed portfolios over 100 million and had the responsibility for employee engagement programs for organizations with thousands of people. 

Masters in Positive Psychology and Coaching, Professional Coach Certification from the International Coaching Federation with over 600 hours in one on one coaching for individuals from manager to VP levels. As a coach I have been called the "Queen of Feedback" providing radical candor while at the same time elevating a person's confidence to surpass their own expectations. 

Deep experience in group facilitation and leadership development, leveraging real world consulting experience, human centric design thinking skills and training as a positive psychology and coaching psychology practitioner.

My diverse background of experience enables a unique appreciation for my clients perspectives and challenges; allowing us to co-create a courageous future you and your company that is founded in both science and experience.

Founder, Leadership Coach and Workplace Wellbeing Consultant

The Coaching Studio 

As a Leadership Consultant, providing experiences to unlock organization’s drive, innovative thinking and agility by adding a coaching mindset to your leadership culture.

Leadership Consultant

Brothers Who Care

I have been honoured to provide leadership coaching and collaboration with the brilliant leaders from Brothers Who Care as they bring thought leadership to the black community around vital topics such as mental health and financial health.

LEG-UP Coach & Facilitator

Executive coach for leaders desiring to be their best and create environments where teams can flourish. Senior Consultant and Program Executive with over twenty years experience across multiple industries.

Program Executive / Senior Consultant / Executive Coach

Provided Mental Health subject matter expertise in collaboration with the IBM Canada Corporate Health & Safety and HR teams since 2018. Led the establishment of the first-ever mental health employee group for IBM Canada in 2021.

Mental Health Practitioner

Oversight for Employee Engagement program for IBM Global Business Services (GBS) Canada. Responsible to design and lead initiatives to increase employee engagement and create high performing team.

Employee Engagement Program Manager for Global Business Services Canada

Responsible for Panorama Program team that spans across three countries with over 100 team members. We provide Sustainment, Product Development and Implementation Services for the IBM Global Asset for Public Health Disease Surveillance & Outbreak Management System. Deep understanding of operational processes, procedures and tools essential for Application Management. I take great pride in putting the client first and truly listening to what they have to say without trying to force my agenda. Creating an environment of strategic and innovative thinking... asking the thought provoking questions such as “What is the legacy you want to leave?”, “What is stopping you?” and “What is it costing you to not do it?”.

Program Executive

As the Practice Leader all project managers and executives reported directly to me. My responsibility was to support and lead them to balance the demands from both our clients and internal business metrics while taking care of our larger practice team of over 100 employees who provided AMS for Oracle products PeopleSoft, JDEdwards, eBusiness, Hyperion, etc.

Oracle Application Managed Services Canadian Practice Lead

Various roles including program executive, project manager, transition manager, technical consultant, functional consultant, team leader and developer.

Oracle Consultant

Helping Leaders Recover from Toxic Cultures | Leadership Coach | MSc Positive Psychology | xIBM | xPwC | 💚 to Travel

Too many brilliant leaders are stuck in survival mode.
Managing teams. Navigating politics. Fighting fires.
And silently wondering… “Is this what leadership is supposed to feel like?”

I coach executive-level leaders who are ready to build collaborative, high-performing teams — without sacrificing their values, energy, or mental clarity.

With almost 15 years of corporate coaching and leadership development - 30 years in Tech, 20+ years as a Senior Leader/Executive, 5000+ hrs leadership education, including an MSc in Applied Positive Psychology and Coaching

My clients are Directors, VPs, Chiefs of Staff, and mission-driven execs who want to lead with systems thinking, not guesswork. They’re passionate about creating workplaces where people can actually thrive, not just hit KPIs.

Over the last 15 years, I’ve helped leaders:
• Rebuild trust across siloed or dysfunctional teams
• Design operating rhythms that reduce reactivity and increase clarity
• Create feedback-rich cultures without fear or power plays
• Align leadership habits with the culture they say they want
• Step into their next role with confidence and executive presence

My signature program, The Executive Systems Lab, is a 6-month private coaching experience designed to help you lead smarter, scale your impact, and reclaim your bandwidth.

You don’t need another productivity hack.
You need a thinking partner who can help you see the whole system of your team — and optimize it.

📌 Want to build a team that thrives?
Let’s talk. Book a call using the link in my Featured section.

You’re not outdated—just underutilized.
The future still needs your wisdom.

The fear is quiet. But relentless.
"What if I’ve peaked?”
“What if I’m being left behind?”

Not for lack of ambition.
Not because you stopped caring.
But because everything around you is evolving—and you're not sure if you're still evolving with it.

You used to know how to win.
Now you’re not even sure how to stay relevant.

Let’s name the pressure.
🧠 AI is changing everything.
🚀 Startups are moving faster than entire departments.
💻 Skills that once made you elite are now… baseline.

And if you're mid-career, you’re likely feeling the squeeze:
You’re far enough away from the day-to-day to feel disconnected.
But not far enough removed to feel secure in your seat.

That sinking feeling?
That’s stagnation whispering: “They don’t need you anymore.”

But here’s the truth:
What keeps you relevant as a leader is not your technical skill.
It’s your coaching skill.

The people doing the work? They need guides.
They need mirrors.
They need someone who can see their potential—before they do.

Not more expertise.
More expansion.

The leaders who stay in demand do one thing exceptionally well:
🧭 They coach.

They make others better.
They create space for growth.
They know how to turn chaos into clarity—by asking, not telling.

The leaders who will thrive in this next era?
They aren’t the ones who know the most.
They’re the ones who know how to make others feel most seen.

Want to build that skill? Start here.
📚 5 books every mid-career leader should read to level up their coaching:

Positive Leadership – Learn how to shift from managing tasks to inspiring excellence.

The Trillion Dollar Coach – Step into the mindset of Silicon Valley’s most trusted advisor.

Coaching for Performance – Master the frameworks used by elite coaches worldwide.

The Five Dysfunctions of a Team – Decode the interpersonal patterns killing your team's performance.

Quiet Leadership – Learn how to influence with presence, not pressure.

Read one. Practice daily. Relearn how to lead.

The world doesn’t need more know-it-alls.
It needs wise guides who coach others to rise.

The leaders who matter most in the future...
Are the ones who know how to grow others now.

PS: Which of these coaching books is on your shelf—or should be?

Julie Foxcroft MSc

5 Books on Coaching for Leaders

You assumed he was disengaged.
You didn’t realize he was surviving.

I see this situation time and time again with my clients.

A new leader steps in.
The team they inherit is already labeled.

→ “Julie doesn’t have the skills.”
→ “Mike’s never engaged.”
→ “Zola is smart, but she’s difficult.”

These aren’t objective truths.
They’re reputations shaped by environmental neglect.

But most leaders forget this:
You can’t evaluate people in a vacuum.

The environment they came from matters just as much as their performance.

As a leader, you want to act quickly.
You’re under pressure to deliver.
You want to trust what others say.

But you forget a crucial truth.
You’ve inherited a system you didn’t build.
You’re hearing about symptoms, not root causes.

Maybe the last leader was:
👻 A ghost — never present for mentoring
💣 A bomb — exploding over every issue
📣 A cheerleader — praising mediocrity to avoid tough conversations

What you’re seeing today might be the result of:
No standards
No feedback
No safety


Before making big decisions, pause and get curious.

🧭 1. Validate the patterns — but challenge the narratives.
Yes, Mike is disengaged.
But why? When did it start? With whom did he thrive before?

🧪 2. Design short-term experiments.
Change the conditions.
Give them clear outcomes.
Say: “Here’s how we’re measuring growth — together.”

🧠 3. Set boundaries with clarity.
This isn’t a blank slate.
Be clear about what happens if things don’t change.

🎉 4. Celebrate progress loudly.
Reinvention is possible when people feel seen, safe, and supported.

𝐘𝐨𝐮’𝐫𝐞 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐥𝐞𝐚𝐝𝐢𝐧𝐠 𝐩𝐞𝐨𝐩𝐥𝐞.
𝐘𝐨𝐮’𝐫𝐞 𝐥𝐞𝐚𝐝𝐢𝐧𝐠 𝐭𝐡𝐞 𝐞𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐭𝐡𝐞𝐲 𝐰𝐨𝐫𝐤 𝐢𝐧.

Change the culture — and the people just might surprise you.

PS: Who gave up on you before asking what you needed?

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You're not bad at it.
You're just uncomfortable using it.

We've been taught to fix our weaknesses.
But the real fix?
Is to feel safe experimenting with them.

Your go-to strengths?
Like your favorite hoodie: comforting, reliable, effortless.
You wear them often, and they fit like second skin.

Your bottom-ranked strengths?
They're not flaws.
They're like formal shoes—unworn, a bit stiff, maybe even itchy.
But here's the thing:
You might still look really good in them.
You just don't feel confident wearing them yet.

So here's the shift:

Improvement isn't always about skill-building.
It's about expanding the number of safe situations where you feel confident using that strength.

Take cooking.

You might be great at it when you're alone in your kitchen.
The growth isn't in the recipe.
It's in the room.

Cook for one friend.
Then three.
Then host a dinner party.

As comfort increases, confidence rises.
Then you can layer in learning:
A YouTube video.
A new knife.
A spicy new recipe.

But without real-world experimentation, all that learning?
It never sticks.

𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝘁𝗼 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿 '𝘁𝗶𝗴𝗵𝘁-𝗳𝗶𝘁𝘁𝗶𝗻𝗴 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝘀':

𝟭. 𝗦𝘁𝗮𝗿𝘁 𝘀𝗺𝗮𝗹𝗹. Use the strength in low-stakes environments.
𝟮. 𝗥𝗲𝗳𝗹𝗲𝗰𝘁 𝗼𝗳𝘁𝗲𝗻. What made it uncomfortable? What surprised you?
𝟯. 𝗚𝗲𝘁 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸. Ask someone you trust how they experienced you.
𝟰. 𝗦𝘁𝗮𝗰𝗸 𝘀𝘂𝗽𝗽𝗼𝗿𝘁. Add learning (books, courses, mentors) once you have a baseline of use.
𝟱. 𝗥𝗮𝗶𝘀𝗲 𝘁𝗵𝗲 𝘀𝘁𝗮𝗸𝗲𝘀 𝘀𝗹𝗼𝘄𝗹𝘆. Don't jump to mastery. Expand the context gradually.

This is how confidence is built—
Not in theory, but in motion.

𝗬𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗯𝗿𝗼𝗸𝗲𝗻. 𝗬𝗼𝘂'𝗿𝗲 𝗷𝘂𝘀𝘁 𝘂𝗻𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝗱.
𝗚𝗿𝗼𝘄 𝗯𝘆 𝘂𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵—𝗻𝗼𝘁 𝗵𝗶𝗱𝗶𝗻𝗴 𝗶𝘁.

PS: What's one itchy strength you've been avoiding? Try it this week in one low-stakes moment and see what happens.

You can’t lead well if you're 𝐁𝐞𝐥𝐨𝐰 𝐓𝐡𝐞 𝐋𝐢𝐧𝐞.

But 𝐀𝐛𝐨𝐯𝐞 𝐓𝐡𝐞 𝐋𝐢𝐧𝐞 leadership isn’t soft — it’s skilled.

There’s a moment — right before a hard conversation —

Where a leader has to choose:
React from ego, fear, and pressure
Or
Respond from intention, values, and clarity.

I call it The Line.
And what happens next determines everything.

In my 25 years of coaching leaders —
This is the one concept they never forget.

Even years later, they’ll say:
“I still ask myself before every meeting...
Am I Above The Line or Below The Line?”

Because it works.

Not just in theory — in real, high-stakes leadership moments.

🔻 Below The Line (Drama Triangle):
You blame or rescue
You avoid ownership
You collapse or overreact
You operate from fear, reactivity, and scarcity

🔺 Above The Line:
You pause and observe
You lead from values
You take responsibility
You respond with curiosity and courage

But it’s not easy to stay ATL.

Toxic culture makes BTL your default.
Your nervous system gets hijacked.
You’re constantly in fight, flight, or freeze.
You react — not because you’re weak,
But because your environment is unsafe.

You need a leadership practice.
Start with 10 seconds.
Ask yourself:
🧠 “What do I need to do to get Above The Line?”

Leaders I coach use this:
✅ Before tough performance conversations
✅ Before delivering bad news to clients or execs
✅ Before entering a high-stakes team meeting

Eventually, it becomes common language:
“I’m Below The Line — can you help me reset?”

Teams start coaching each other.
This isn’t just mindset — it’s culture-shaping.

Here’s how to practice Above The Line leadership:

1️⃣Notice your default triggers
What situations make you defensive, avoidant, or aggressive?

2️⃣ Pause and breathe
This interrupts the emotional reflex.

3️⃣ Label the moment
“I’m Below The Line right now.”

4️⃣ Get curious
Ask: “What do I really want here?”
Not just what feels urgent.

5️⃣ Re-enter with intention
Values over ego. Purpose over protection.

Above The Line isn’t about being nice.
It’s about being grounded, honest, and brave.

You don’t have to master it.
You just have to notice it.

Above The Line leadership doesn’t just change your work.

It transforms who you are under pressure.

PS: What’s one moment this week you could’ve used ATL?

Staying Above The Line and out of the Drama Triangle

Everyone rushed the field.
Two men quietly walked back.

This weekend I watched one of the most incredible playoff wins I’ve seen in years.

My home team, the Vancouver Whitecaps, defeated LAFC after two exhausting 15-minute overtimes and a nerve-wracking penalty shootout.

But the real leadership?

It didn’t show up in the stats.
It showed up in the shadows.

Here’s what happened:

In the moments before the shootout, the bench players linked arms—shoulder to shoulder—on the sideline.

All but one.

Halbouni, who had been injured earlier in the match, was missing.

Instead of getting lost in the hype, Brian White noticed the absence.
He left the huddle.
He grabbed a box for Halbouni to sit on.
Then brought him to the front line—so he could belong again.

Then came the win.

Chaos.
Celebration.
The entire team rushed onto the field.

Except one.

Thomas Müller took five steps to join them…
Then paused.
He turned around.
Walked slowly back to Halbouni.
And embraced him.

This is what real leadership looks like.

Not just in high-stakes plays.
But in quiet, unseen acts of care.

In that moment, two leaders didn’t chase glory.
They chased belonging.

They made sure no one was left behind—especially someone who couldn’t run forward on their own.

They reminded us:
Great leaders don’t just show up when it’s easy.
They show up when it’s human.
When people are hurting.
When the rest of the world forgets to look back.

If you want to lead—don’t just look ahead.
Look around. And look back.

𝐓𝐫𝐮𝐞 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐝𝐨𝐧'𝐭 𝐣𝐮𝐬𝐭 𝐥𝐞𝐚𝐝 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐟𝐫𝐨𝐧𝐭.

𝐓𝐡𝐞𝐲 𝐫𝐞𝐚𝐜𝐡 𝐛𝐞𝐡𝐢𝐧𝐝 𝐭𝐨 𝐜𝐚𝐫𝐫𝐲 𝐨𝐭𝐡𝐞𝐫𝐬 𝐟𝐨𝐫𝐰𝐚𝐫𝐝.

PS: Who’s someone who made you feel like you belonged?

4 out of 5 workplace conflicts are avoidable.
You’re arguing over stories — not reality.

Most people think conflict comes from disagreement.

But Gervase Bushe’s research across 15 years tells a different story:

80% of workplace conflict isn’t about what happened.

It’s about the stories we make up to explain what happened.

You read that right.

You’re not arguing over facts.
You’re arguing over your experience — the assumptions, interpretations, and emotions that 
live beneath the surface.

And the truth is, everyone is having a different experience.
Even in the same room.
Even in the same conversation.

Let me show you what this looks like:

A colleague makes a request.
You decline.
They go quiet. Later, they mutter a sarcastic comment.
You assume they’re annoyed about your “no.”
You reject their next request. More tension.
Eventually, you snap — and now they’re shocked.

The conflict?
It didn’t start with malice.
It started with the story each told themselves.

And that’s why we need a better tool — not just better intentions.

🎯 Enter the Experience Cube.

A 4-part framework to decode what you’re actually reacting to — and how to talk about it.

At any moment, your experience is made up of:
🧩 Observation — What you saw or heard
🧩 Thought — What you told yourself about it
🧩 Feeling — What you felt in your body or emotions
🧩 Want — What you needed or hoped for

Most people don’t pause to notice all four.
They just react from the thought or emotion — and miss what’s underneath.

In healthy teams, this is how conflict transforms into clarity:
1. Check your own Story Using the Cube.
Before reacting, ask: What did I observe, think, feel, and want?

2. Share your Story Using the Cube.
Use language like:
“Here’s what I noticed… What I made up was… I felt… I wanted…”

3. Listen to theirs. Fully.
Don’t interrupt. Don’t correct.
Reflect back the summary of their Story, still using the Cube, before sharing yours.

This doesn’t just defuse tension.
It builds trust.
It re-patterns how your team communicates.

And it brings everyone back to shared understanding — the foundation of collaboration.

You’re not fragile for being reactive.
You’re human.

But you can build a habit of catching the story before it becomes a fight.

Start using the Experience Cube.
Your future self will thank you.

PS: What’s one story you made up recently that turned out to be wrong?

Only 9% of employees believe their leaders encourage curiosity and imagination.

73% of executives say these traits are critical for success.

That gap isn't a communication problem. It's a behavior problem.

Most organizations say they want innovation. Then they punish the people who try it.

You get hired for your ideas. Then trained to follow the process.

You get praised for thinking differently. Then sidelined when your approach doesn't match the template.

You get told to take risks. Then watched like a hawk when you do.

The issue isn't that leaders don't value curiosity. It's that they value predictability more.

And predictability always wins when the two conflict.

This shows up in small ways that compound:

The meeting where someone's unconventional idea gets dismissed without discussion.

The promotion that goes to the person who executed flawlessly, not the one who experimented boldly.

The budget that funds proven methods over promising experiments.

The performance review that penalizes the miss more than it celebrates the attempt.

You can't build a culture of curiosity by talking about it. You build it by changing what you reward.

If you lead a team, try this:

When someone brings you an idea that makes you uncomfortable, sit with that discomfort before responding.

Celebrate the questions your team asks, not just the answers they deliver.

Share your own failed experiments openly. Make it normal to try things that don't work.

Give people permission to challenge the way things have always been done.

Hire people who see patterns you miss, not people who think like you do.

The organizations that survive complexity aren't the ones with the best processes. They're the ones where people feel safe enough to question those processes.

What would actually change in your workplace if curiosity stopped being a value on the wall and started being a behavior you reward?

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