The Boardroom
Eight weeks of tactics for women who carry the responsibility without the authority.
“You tell me what you want — whether it's a raise, a certain income level, the promotion, the job, a certain percentage, whatever the outcome is. And I'll be honest with you about whether or not you'll be able to get it.”
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Strategic Communication Architecture.
The repositioning of language to create a specific outcome.
Most guidance for women at work is aimed inward — your confidence, your beliefs, your worth. This is aimed at the room. What you say. When. To whom. And what it does inside their head when they hear it.
I work on three levers together: how you present visually, what the psychology of the other person is actually doing, and the words themselves. Most people focus on what they're saying. I work on what's being heard.
And this framework doesn't care about playing fair. It cares about how human beings actually make decisions. No one else in the office is playing fair, certainly not the men.
Eight weeks. A small group. Move Fast. One specific outcome you're going for.
A 30-minute call with me, one on one. You bring the real situation — the boss, the job offer, the person blocking you, the promotion that keeps going somewhere else. We start on it that day.
An eight week plan built for your situation. Not a curriculum. Your goal, your org, your people, mapped against your actual review cycle.
Eight weekly sessions where we run the plays.
And the room. Other women running the same moves in real time, on real situations, reporting back what happened.
Live group session
Weekly 90-minute cohort session combining a short lesson, live practice, and role-play.
1:1 coaching call
Weekly individual session that personalizes the week's skill to the client's real role, team, and situations.
Self-paced materials
Worksheets, scripts, and short references to use between sessions and on the job.
Practice assignment
A real, in-the-moment application at work each week, so skills are tested before the program ends, not after.
Confirm The eight weekly session topics still aren't written down anywhere. Once they are, they go here as a numbered list under the cards.
Why the call
Book the callYou tell me what you want. A raise. A certain income level. The promotion, the job, a specific percentage — whatever the outcome actually is.
And I'll be honest with you about whether or not you'll be able to get it.
That means the real answer, not the encouraging one. Whether it's reachable from where you're standing. What it would take. What's actually in the way, which is usually not the thing you think it is. Sometimes the answer is that your number is too low and you're negotiating against yourself before anyone else gets a turn. Sometimes your timeline is wrong. Sometimes the person you've spent six months trying to win over doesn't decide anything.
You get that answer on the call, whether or not you ever pay me a dollar.
What I need from you: the outcome, named. Not “more respect.” Not “to be taken seriously.” A number, a title, a date. If you can't name it yet, that's the first piece of work and we'll do it right there — but come ready to get clear.
And come wanting a straight answer. I'm not going to tell you it's unfair and stop there. It might be unfair. We're still going to talk about what you can move.
Who it's for
You work somewhere men make most of the decisions. You're good at your job. And you already know you're owed something you're not getting.
That's the part worth saying out loud: you're not confused about your value. You know you deserve the credit. You know you're underpaid. You know the promotion should have been yours. The problem was never that you couldn't see it. The problem is that knowing it has not once been enough to make it happen.
What women come to me wanting
- The raise that's an actual raise, instead of the 3% that keeps pace with inflation and calls itself a reward
- A specific number — the salary, the base, the percentage, the total comp
- The promotion, the title, the seat at the table where it's decided
- The job. The offer. The negotiated version of the offer, not the one they handed you
- Credit that lands on your name instead of dissolving into “the team”
- The big account, the visible project, the thing that gets you seen
- Out. Cleanly, on your terms, with the next thing already lined up
- How to interpret what people are actually saying to you
How it actually shows up day to day
- You said the thing in the meeting. Twenty minutes later a man said it again and it counted.
- Your work is visible to your boss and invisible to everyone above him.
- You got handed the difficult person, the messy account, the project nobody wanted — and it was framed as trust.
- You're managing a problem you don't have the authority to fix, and it's yours now, permanently, and unofficially.
- You over-prepare for meetings that go sideways anyway.
- Someone with half your output has the title.
- You've been called “so good at handling” the person nobody else can handle.
- You rehearse the conversation in the shower and then don't have it.
- You've been described as intense, or difficult, or too much — for doing the thing a man two doors down gets called decisive for.
You don't need a title for this. The gap between responsibility and authority is widest at the bottom — a director can pull rank when she has to. You can't, which is exactly why you need the moves.
This is not for you if
- You want to be told you're enough. You are. It isn't the problem.
- You want a room to process feelings in. Different room.
- You want to be liked more at work. Being liked is not influence.
- You're not willing to run a play before you're certain it'll work.
- Your ego has to win every exchange. You don't need to win all the battles to win the war, and you don't need to fight every one in the moment.
- You want me to agree that your situation is unfair. It probably is. I'm still going to talk to you about what you can move.
You should also know what you're signing up for. People will react to you differently — some of it good, some of it not. That's what happens when you stop being predictable. If that's a dealbreaker, this isn't the room.
My background is in interior design, and when I was in school my mentor told me to take psychology classes, and I did. I took them all. Psychology of interpersonal relationship, basic psych, psychology of negotiations. I had no idea how much that would help me in interpreting what people actually want and need in their homes, which is one of the most intimate things you can be involved with in someone's life.
When the 2008 crash happened, I had to pivot into corporate life. I started out in timeshare sales, where I received twice a week sales psychology training, for three years. Between my background in psych and this, I had now been weaponized. It started to become very clear that the strategies that worked beautifully for men were big losers for me, and so I had to figure out how a woman communicates in order to move people to a decision.
When I moved into sales at Zillow, I had first hand experience in navigating a corporate structure, one that was growing quickly and was extremely political. People came to recognize I had a way of getting the higher ups to do what I wanted, and started coming to me for advice. The rest is history.
A woman with an offer in hand, talked out of accepting it as-is. We changed how she described the value she'd already delivered. Twenty thousand dollars, one conversation.
Close rate, one quarter. A saleswoman with real talent and no framework. Same person, same personality, different moves.
Confirm Anything from current members she can use. Even one line with a first initial is worth more than these two having to carry the whole page.
The gap I built this for
I spent years watching capable women do everything they were told to do.
They read the books. They did the therapy. They worked on the confidence. Then they walked into the same room and got the same result, because the room does not run on how a woman feels about herself. It runs on how other people make decisions.
Everything personal coaches offered was pointed inward. Fix your beliefs, know your worth, raise your standards. All of it real, and none of it a move you can make in a meeting on Tuesday.
The external half was missing. What to say. When. To whom. What people are really saying. How to get cooperation from someone who has no reason to cooperate with you, without setting off the specific resistance that comes at women for asking.
That's the half I know. It's learnable, it's fast, and it works on people who have no idea it's happening.
She gave me not only the tools but also the confidence to improve my selling technique.
I was struggling with closing sales deals. I got a lot of meetings, but they were not converting to paying clients. Working with Tiffany changed all of that. She gave me not only the tools but also the confidence to improve my selling technique. Her framework truly works. I've been able to convert clients, but more importantly, I've gotten comfortable with selling. I no longer avoid it!
I've never experienced such a confident and killer salesperson.
One thing that is most impressive about Tiffany is her ability to tap into the audience's psychology. While working at a trade show with her, I watched her explain our product, and when the prospect looked like it wasn't what he wanted, she informed him that not everything is for everyone, and that's ok. He turned around, and I thought that was the end of the conversation. Tiffany told me he'd return, but I didn't believe her. Sure enough, a few seconds after turning away, he's back at our booth asking for more information. It was truly wild. I've never experienced such a confident and killer salesperson.
So tell me this
On the money
On the decision
On the room
You know what you want. You've known for a while.
If the honest answer to more than two of those is no, you don't have a confidence issue. You have a tactical gap. Every one of those questions has a specific answer, and they can be taught in eight weeks.
What you're getting
- A 30-minute one-on-one call with me before anything starts
- An eight week plan built for one specific outcome you name
- Eight weekly group sessions
- The room, and the women in it
Founding pricing ends when the cohort starts.
8 week cohort only.
8 week cohort with three months of continued support.
I want women to win. I see women do exceptional work every day, without the credit, without the celebration, without the acknowledgement, and without the pay. And they continue to show up and do the work. Then resentment builds and they leave the job only to have that cycle continue somewhere else.
Women are the better leaders. And my contribution to tearing down the patriarchy is to help advance more women, in whatever form they want. Whether that's the title, responsibility, or even just the money, women deserve it all.
FAQs
Am I senior enough for this?
The gap between responsibility and authority is widest at the bottom. Every woman in this cohort is somewhere she doesn't want to be. That's the qualification.
Is eight weeks really enough?
The first call gives you something you can use that week. The plan covers twelve months. Eight weeks is how long it takes to run the moves enough times that you stop having to think about them.
Can't I just read a book?
You can, and you probably have. A book can't listen to you describe your boss and tell you which lever he actually responds to. That's what the call is for.
This is a lot of money right now.
It is. It's also less than the gap between the raise you'll be offered and the one you'd get. Salary ranges and compensation structures compound over time — a year of being the reliable one and getting nothing for it doesn't cost you one year, it resets the number every future raise is calculated from. If paying in full isn't the right move right now, split it into two payments and we start anyway.
What if I can't make the weekly sessions?
Confirm Are they recorded? Answer honestly either way. “No, and here's why” is a fine answer. A vague one is not.
What actually happens on the call?
You tell me what you want and by when. I ask about the situation and the people in it. Then I'm honest with you about whether you'll be able to get it, what it would take, and what's in the way. You'll get that either way, whether or not you join anything.
What if you tell me it's not possible?
Then you've saved yourself a year working toward the wrong thing, and I'll tell you what is possible from where you're standing. That's a better outcome than most people get from a free call.
How is this different from a coach?
A coach works on you. I work on the room. You'll leave with specific language for specific people, not a better relationship with yourself.
What if it doesn't work?
Confirm Is there a guarantee, a refund window, or nothing? Do not invent one. “Nothing” is a fine answer and better than a vague one.
You already know how to do the work. What's missing is what happens in the room around it.
Tell me what you want. I'll be honest with you about whether you'll be able to get it.
Reviews and comp decisions get made in the next ninety days.