From High Gear to Clear Vision: A Leadership Life, Reimagined

A Familiar Pause, A New Meaning

For years, the first week of July was a full stop. At the global firm where I spent most of my career, the July 4th holiday meant a complete shutdown—no calls, no client work, just a rare stretch of quiet in an otherwise relentless calendar.

It was always a good time to reflect. But this year, the pause feels different. Because this year, I’m not going back.

This week marks the beginning of something I’ve long planned for. A new chapter I’ve been building toward for quite some time. It’s not an end. It’s a launch.

This moment is energizing. It’s affirming what I’ve come to believe after decades in the work: there’s still more to do, and I’m excited to do it.

What My Long Career Revealed, in Hindsight

When I finally stepped out of the “corporate grind,” I could clearly see the patterns—what fulfilled me, what helped me grow professionally, and what shaped me personally.

Looking back, what stands out are what I call the “magic moments.” The hard problems that pulled me in. The people who counted on me. The times when my experience and presence really made a difference.

That’s the clarity I’ve gained. I’ve always been drawn to pressure moments like high-stakes client pursuits, strategic pivots, senior leaders navigating uncertainty. That’s where I’ve done some of my best work, and that’s the kind of work I want to keep doing.

Leading Through Business Model Disruption

In one of my final corporate leadership roles, I was responsible for our global tax reporting and strategy network. A network of tax professionals that made up approximately half of our global tax practice. It was a front-row seat to the transformation happening across much of professional services.

Technology, automation, AI, compliance evolution, workforce redesign—in addition to regulatory change, political unrest, and economic uncertainty was impacting all aspects of our businesses, and our lives. It’s a lot of change happening at the same time and it’s moving fast. The demands on leaders are growing more intense by the month. I’ve lived it first-hand.

What I saw, again and again, is that strategy alone isn’t enough. Business model reinvention requires strong leadership, clear priorities, and the ability to keep people aligned in the face of uncertainty.

That’s where I can help. I’ve lived through it, led through it, and I know how to coach and support leaders experiencing the same. Helping them lead with confidence and caring even during the most difficult circumstances.

How We Won the Work That Mattered

One of the most defining chapters of my career was building and leading both our U.S. and global pursuit teams. We competed for (and won) our firm’s biggest, most complex opportunities.

We didn’t win because of low pricing or flashy decks—although competitive pricing and well-crafted materials certainly played a role. We won because we knew how to listen, align our teams, and tell a story that resonated with the client. We showed up like their success truly mattered to us…because it did.

That experience shaped how I think about business growth and leadership.

Success happens when people see leaders not just solving problems, but enabling the success of those around them. Those lessons are deeply embedded in how I work with leaders and teams today.

Coaching as a Way of Working

As my career evolved, so did my commitment to coaching. I trained seriously—earning my PCC credential, working with the Hudson Institute of Coaching, and studying behavior and personality types alongside a brilliant forensic psychologist.

She was an expert profiler, and our collaboration helped me hone my ability to read people clearly, relate to them meaningfully, and help them succeed. Just as important, it sharpened my instincts for helping leaders better relate to and communicate with their key stakeholders—whether that’s a demanding client, a skeptical investor, or a boss who doesn’t always show their cards.

Coaching, for me, isn’t a separate activity. It’s a way of working and a way of being. Whether I’m supporting a rising leader, a senior executive, a team in transition, or even a friend or family member, I bring the same mindset: focused attention, sincere empathy, and a commitment to aligning business and personal priorities.

Because the best leadership doesn’t happen in a vacuum. The most effective leaders I know succeed in the context of their whole lives. That’s the lens I bring to my coaching and advisory work.

Launching a Practice with Depth and Range

This summer, I’ve officially launched my executive coaching and leadership development practice, The Schuckman Group.

Some clients will engage me as a coach. Others will bring me in as a strategic advisor or sounding board. Many will need both, because the personal and the professional are almost always intertwined at the top.

This isn’t a personal reinvention for me. It’s a continuation of the path I’ve long been on that I’m executing with more flexibility, and more focus on the kinds of work that matter most to me.

Making Good Use of These Summer Months

Right now, I’m based in Nantucket for the summer—coaching, writing, meeting with clients, and shaping the foundation of this next chapter.

In the fall, I’ll be back in New York full-time.

If you're leading through change, taking on something big, or trying to move forward with more clarity, I’d welcome the conversation.

The right dialogue, at the right time, can unlock real momentum. I’ve seen it happen many times and I’m ready to help it happen again.