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01 — BUSINESS FOUNDATION

Name: Maya Torres
What I do: I help mid-career women in tech transition from individual contributor to executive leadership without burning out or losing themselves in the process.
Who I serve: Senior engineers, product managers, and directors at Series B+ startups who got promoted for their technical skills but nobody taught them how to lead. They're usually 32-42, juggling a growing team with imposter syndrome, and starting to question whether the leadership track is even worth it.
Stage: Solo practice, considering bringing on a junior coach for group programs.

Mission: The tech industry's leadership pipeline is broken because it promotes technical excellence and ignores human development. I'm here to fix that one leader at a time.

Values:
- Competence over charisma — I teach skills, not mindset platitudes
- Sustainable ambition — growth shouldn't require sacrifice
- Radical honesty — I'll tell you what your team won't

My offer(s):
- The Leadership Shift (flagship): 6-month 1:1 coaching engagement for new directors. Bi-weekly sessions + async support. Outcome: confident, competent leader with a team that actually wants to work for them. $8,500.
- Director's Table (group): Quarterly cohort of 8 women directors. 6 weeks, weekly group sessions + peer accountability. $2,200.

What makes me different: I spent 12 years as an engineering director at two FAANG companies before coaching. I've sat in the exact seat my clients sit in. I don't teach theory — I teach what actually worked when I had 47 direct reports and a board presentation due Friday.

02 — HOW YOU WORK

Client engagement model:
1. Application form (filters for fit — must be in a leadership role, not aspiring)
2. 30-min chemistry call — I'm assessing their readiness for feedback, not selling
3. If yes: onboarding packet + 90-min deep-dive kickoff. We map their leadership landscape.
4. Bi-weekly 60-min sessions for 6 months + Voxer access between sessions
5. Final session: 90-day leadership roadmap they own. 30-day check-in after.

How many clients at once: 12 max for 1:1. One group cohort per quarter.
Typical engagement length: 6 months 1:1 / 6 weeks group
What I won't take on: People who want a cheerleader. People who aren't in a leadership role yet. Anyone whose company is the problem and they're not ready to leave.

My frameworks or methodologies:
- The Leadership Shift Model: Visibility → Voice → Velocity (my 3V framework)
- Energy Audit: weekly capacity check I teach every client in session 2
- The Hard Conversation Script: my proprietary framework for difficult feedback conversations

03 — YOUR CLIENTS

Who they are: Women in their mid-30s to early 40s, usually 2-5 years into a management or director role at a fast-growing startup. Smart, driven, exhausted. They got here by being the best individual contributor on the team and now the rules changed.

What they're struggling with:
- "I'm in meetings all day and I have no idea if I'm actually doing anything"
- "My team likes me but I don't think they respect me as a leader"
- "I got this promotion and now I feel like a fraud"
- "I keep doing my old job plus managing. I can't let go."

What they want:
- To feel like they belong in the room (not just got lucky)
- A team that runs without them micromanaging every decision
- To stop working 60-hour weeks and still feel behind

What they don't know they need:
- Permission to stop being the smartest person in every room
- A framework for delegation that isn't just "hand it off and hope"
- To grieve the identity they had as an IC — that loss is real and nobody talks about it

Common objections:
- "I don't have time for coaching right now" — You don't have time because you don't have the skills this teaches. That's circular.
- "My company should pay for this" — Some do. But waiting for permission is part of the pattern we're breaking.

04 — YOUR VOICE

Tone: Direct, warm, no-nonsense. I sound like your smartest friend who happens to have run engineering teams at Google. I don't dress things up but I'm never cruel.
Format I prefer: Short paragraphs. Occasional one-liners for emphasis. I use questions to make people think, not to be rhetorical.

Words I use: "the work" / "leadership is a skill, not a personality trait" / "capacity" / "the room" / "your people"
Words I never use: "unlock your potential" / "level up" / "crushing it" / "boss babe" / "mindset shift" / "lean in" / anything Sheryl Sandberg

A piece of writing I'm proud of:
"Nobody teaches you this part. You get the title, the team, the calendar full of 1:1s — and then you realize the job you prepared for doesn't exist anymore. The thing that got you here (being excellent at your craft) is now the thing slowing you down. Leadership isn't a promotion. It's a career change that nobody told you about."

Why it works: It names the exact moment my clients are living. No jargon, no motivation. Just the truth of what's happening to them, described precisely enough that they feel seen.

05 — STRATEGIC PRIORITIES

Current focus (this quarter):
1. Fill the next Director's Table cohort (4 spots remaining, launch April 15)
2. Write the first 3 chapters of my book on the IC-to-leader transition
3. Get on 2 podcasts in the women-in-tech space

What I'm saying no to right now:
- 1:1 clients outside tech (I keep getting asked by finance people — not now)
- Free workshops or "exposure" speaking gigs
- Any new offer development until the book outline is done

Constraints:
- Capacity: 12 active 1:1 clients + 1 cohort. Currently at 10 — room for 2 more.
- Energy: I do deep work mornings (writing, session prep). Client sessions afternoon. No calls before 11am PT.
- I'm neurodivergent (ADHD) — I need sessions chunked, not scattered across the week.

Success looks like:
- Full cohort (8/8) by April 15
- Book proposal done by June
- 2 podcast appearances aired by end of Q2
- Revenue: $28k this quarter from coaching + $17.6k from group = $45.6k target

06 — EXAMPLES & PROOF

## Client Story 1
Who: Priya, senior PM promoted to Director of Product at a Series C fintech startup
What we worked on: She was drowning in stakeholder management — couldn't say no to her CEO, was micromanaging her PMs, and felt like a fraud in every leadership meeting.
Outcome: By month 4, she'd restructured her team's decision-making process, started pushing back on scope with data (not emotion), and her skip-level feedback went from "she's nice" to "she's the clearest thinker in the room." Her CEO gave her a second team to lead.
What made it work: She was coachable and willing to be uncomfortable. We practiced the hard conversations word-by-word before she had them.
What was hard: Month 2 was rough — she almost quit coaching because the feedback loop with her team got harder before it got better.

## Client Story 2
Who: Rachel, engineering manager at a health-tech startup, first-time manager
What we worked on: Classic IC-to-manager transition. She was still writing code instead of leading her team. Couldn't delegate. Felt guilty when she wasn't "producing."
Outcome: Stopped writing production code by month 3. Built a delegation framework her team actually liked. Got promoted to senior engineering manager 2 months after our engagement ended.
What made it work: We reframed delegation as a leadership skill, not laziness. That shift was everything for her.
What was hard: She cried in session 3 when she realized she might not write code daily anymore. That grief is real. I need to hold space for it better.

## A situation I'm still figuring out
Group dynamics in Director's Table when one person dominates. Had one cohort member who was brilliant but took up 60% of airtime. I handled it privately but I'm not sure my approach was clean enough. Still refining my facilitation framework.

07 — INSTRUCTIONS FOR AI

When I ask for help with writing:
- Match my voice section exactly — direct, warm, no jargon
- Short paragraphs. No bullets unless I'm listing.
- If the draft sounds like it could be for any coach, stop and rewrite it
- Read my writing sample in Section 4 before every writing task

When I ask for strategic advice:
- Check my constraints first (Section 5) — I have ADHD and a capacity ceiling. Don't suggest what I can't sustain.
- Give me 2-3 options with tradeoffs, not just a recommendation
- Reference my 3V framework when relevant

When I ask about client situations:
- Use client language from Section 3, not coaching industry jargon
- Be direct. Don't soften feedback. I can handle it.
- Reference similar patterns from my client stories in Section 6

Default output format: Under 300 words unless I ask for more. Short paragraphs. No headers unless the content needs them.

When you don't have enough context:
Say: "I need more information about [X] — can you tell me [Y]?"
Don't guess or invent details about my business, my clients, or my methods.

Most important principle: If it sounds like it could be for any leadership coach, it's not right for me. My edge is specificity — women in tech, IC-to-leader transition, 12 years of doing the job before teaching it.