About Randy

As a highly motivated leader with a track record of accomplishments and success, you’re open to continuously broadening and building upon your strengths to improve your own performance, better align your teams, and inspire deeper commitment among your colleagues.

But sometimes you sense that you’ve reached a plateau where the next growth steps become elusive. You can feel out of balance, like you’re not hitting on all cylinders. You might feel stuck, seeking new insight. Or you may feel overwhelmed in the midst of chaos, juggling and prioritizing tasks as you manage complexity and process massive volumes of data, all while maintaining a high need for insightful thinking and knowing the deep importance of building and maintaining relationships. You may even have some blind spots you’re unaware of, like rigid thinking or limiting beliefs or other obstacles holding you back.

I understand how hard it can be to chart your own course in a high-pressure position. I know your leadership challenges, pressures, and stewardship responsibilities because I’ve faced them, too.

In my own career as a senior leader in operations and finance, I’ve had to summon courage and strength to make clear, difficult decisions under enormous stress. As I stood in the fire, faced with total adversity, I’ve made the hard choice to stay true to my values.

And my story is proof that when you truly listen, align with your strengths and core values, and aim toward the light of your emerging future, you discover fulfillment that’s been waiting for you all along.


Randy NoeBusiness and psychology have been passions throughout my life. As an undergrad at San Diego State and an MBA graduate at the University of Southern California, I was fascinated by business strategies and the processes for growing successful companies. I also loved exploring the drivers of individual behavior, what makes us unique, and how to build encouraging and supportive relationships.

When I jumped on the fast track of high finance and became a Chartered Financial Analyst, I learned how to handle pressure in big roles and thrive in fast paced environments. As Treasurer of a $500 million apparel company, I made daily decisions about cash flow and forecasting. As a Financial Valuation practice leader for Arthur Andersen, I worked with leaders to analyze companies and identify the drivers of business value. As Director of Mergers and Acquisitions for a public software company, I led the front-end process directing cross-functional internal and external advisory teams conducting due diligence for numerous transactions.

Working with thousands of leaders, leading teams, and managing many complex transactions in excess of $1 billion were exhilarating experiences. Yet nothing fulfilled me more than being of service to others. As a trusted confidante and respected peer collaborator leading teams and mentoring emerging high potential leaders, I moved through my own leadership roles with a sense of deep fulfillment and confidence.

Of course, I also felt frustration and disappointment, signing termination checks in rapid high turnover environments and witnessing hyper-competitive turf conflicts and values clashes. Working in some fear-based command and control cultures with volatile leaders, I sometimes struggled to breathe, but I developed self-control and strength in the face of intimidation tactics. And I felt the despair and bone-deep betrayal from blind faith and trust in leaders who breached ethical boundaries.

In short, I have experienced firsthand the unique pressures, challenges, and responsibilities executive leaders face.

 Ultimate decisions have to be made when you come to forks in the road where one step in either direction has different life outcomes and consequences. At one juncture in my career, I was asked to choose between my professional identity and personal integrity. Despite extreme duress and unrelenting pressure, I summoned courage to rise and make a confident decision.

My resolve never wavered. I said no, stood firm, and took a definitive stance that served to awaken others and infuse them with courage to raise their ethical bars and step back from their own precipices.

Once I took a bold step toward the light of my personal truth, I moved onto the path to real purpose.

I discovered executive coaching in a season of career transition. I’d been teaching a 9-week class on forgiveness to the adult education group at my church and received encouraging feedback when I shared experiences from the heart. My group participants told me that I should keep sharing, that my willingness to be open invited others to process their own issues.

A few weeks later, at a networking meeting for finance executives in transition, the meeting facilitator encouraged us to use this time for career reflection. “If it were me, I’d be looking into the world of executive coaching,” he suggested to no one in particular.

 Because my mind was open and curious, his words resonated. I just had a sense they might synch up with my values—and that has made all the difference.

Transforming from a successful career in finance and operations to executive leadership coaching is my proudest professional accomplishment. I was willing to let go of what I thought I should do and redirect my steps toward the light of a new path of exploration and discovery.

Today, I love working with highly motivated people, discovering what makes them unique and successful, and enabling them to broaden and build on their strengths. Because I understand the drivers that create and sustain business value as well as the pressure and challenges executives face, I’m able to be an empathic sounding board, strategic thought partner, and accountability partner who helps leaders achieve their goals, make positive changes that create fulfillment in their careers and lives, and lead well while living their personal and professional best.

Time and again, I’ve seen that authenticity is the key to inspirational leadership.

 The development challenge is letting ourselves be fully seen. Many of us have been living in a fortress of professionalism for years, if not decades, so being seen means dropping our heavy protective armor, showing up, taking risks, and being vulnerable.

We may need to start over by creating space to hold back the turbulent corporate whitewater (or working with a coach who provides a safe environment). We need to hose ourselves down to wash away the muck we’re covered with and have been rolling around in for far too long.

It is an honor for me to be called upon as a trusted resource during the ebbs, flows and challenges of executive life. But in the end, I want nothing more than to help leaders cultivate and liberate the greatness that already shines inside you.

You can learn more about how I use reflection, perspective, and accountability to empower my clients here.

All rights reserved © Randy Noe · Site by Brandi Bernoskie