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I coach the way I operated
Clear-eyed, direct, and focused on what actually moves the needle.
Before I was a coach, I ran the business. I've owned the P&L, carried the outcomes, and made consequential decisions with real stakes and incomplete information. That's the lens I bring to every conversation.
NGA JANOSOV
Executive Coach & Strategic Advisor
Leadership experience
At the executive level, the work is different. The stakes are higher, the variables less controllable, and the cost of getting it wrong is real. Coaching without operating experience often misses that.
My perspective is shaped by having sat in those seats, owning outcomes, navigating ambiguity, and making consequential decisions with incomplete information. That experience informs how I listen, what I challenge, and where I push.
I’ve led across sectors as a union strategist and lobbyist, impact finance leader, and healthcare executive, with full ownership of strategy, operations, and performance. I managed a $100M+ P&L within a Fortune 500 environment, delivering top-decile results across financial, clinical, and employee engagement metrics.
As COO and President of SaverLife, I led the nation’s largest microsavings nonprofit, overseeing enterprise strategy, operations, partnerships, and innovation.
Earlier in my career, I helped secure more than $400M in worker contracts through executive orders, legislation, and collective bargaining agreements, and advised organizations on growth, market strategy, and financial turnarounds.
My work has always lived at the intersection of business performance and human systems, from frontline execution to the C-suite.
How I work
I don't run a fixed program. The work adapts to the leader and the moment: sometimes fast-paced and tactical, when a decision is live; sometimes deeper, reflective, and strategic, when the bigger picture needs attention. The pace and focus are shaped by what's actually happening in front of you, not by a script.
What stays constant is the standard. I came up in environments where success was measured by real results against expectations, and I approach coaching the same way. You should leave each conversation with greater clarity, sharper judgment, and measurable progress.
Minimum woo. Maximum follow-through.
Neurodiversity in leadership
Neurodivergent cognitive profiles are disproportionately represented among founders, operators, and leaders in high-growth, innovation-driven environments — where non-linear thinking, intensity, and rapid pattern recognition can be real advantages. (Neurodivergence refers to natural variation in how people think and process information, often including ADHD, autism, and dyslexia.)
I'm diagnosed with ADHD and bring that lens to my work when it's useful. I also understand neurodivergence from the perspective of parenting a diagnosed child, which deepens my empathy for the realities many leaders navigate — at work and at home.
At the same time, I've built and led successfully across highly traditional, high-performance environments, from the corporate world to mission-driven organizations. In practice, this means I often notice what others miss, help leaders find signal in noise, and create space for sharper thinking, more candid conversations, and decisions grounded in what actually works.
This perspective is never the focus unless it adds value. When it does, it can be a meaningful advantage.
Education & training
I hold a B.A. from Brown University and an M.B.A. from Harvard Business School. I'm currently completing the practicum phase of an advanced certification through the Berkeley Executive Coaching Institute — an ICF Level 2 accredited program aligned with the highest global standards in executive coaching.
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