Margo Boster

She's been where you are. Then she figured out a better way. For 25 years, Margo Boster was a senior leader in enterprise and health IT responsible for customer delivery, profit and loss, and the daily reality of leading organizations under pressure. She co-founded two businesses. She served private sector companies of every size, as well as federal, state, and local government clients. She knows what it means to be accountable for outcomes when the stakes are real. And then, in her 50s, she made a deliberate pivot, not away from leadership, but deeper into it. She went back to school at Georgetown University, earned her coach training, and built a practice grounded in the science of how leaders actually perform under pressure. Not theory. Not inspiration. The neuroscience, the somatic practice, and the hard-won experience of someone who lived it first. That combination — 25 years inside the problem, and rigorous training in how to address it — is what her clients hire her for.

Successfully exhausted — and what came next Margo didn't arrive at her framework from the outside. She lived the "successfully exhausted" pattern herself, achieving by every external measure while running on fumes inside. The pivot at 50 wasn't a retreat from ambition. It was a decision to understand what was actually happening in her brain, her body, and her nervous system under pressure and to build something better. That curiosity sent her to Georgetown, to the NeuroLeadership Institute, to Harvard Medical School, to 300+ hours of yoga teacher training in anatomy and philosophy, and into the work of adult development theorists, including Susanne Cook-Greuter and the Vertical Development Academy. She didn't study these disciplines separately. She integrated them because that's how leaders actually work. Not as brains disconnected from bodies, but as whole systems under pressure. The result is the Brain/Body/Breath framework that runs through her coaching, keynotes, and book, and has helped senior executives, US military generals, federal senior leaders, and university executives perform at their best without depleting everything around them. "Leadership is not theoretical to me. I've been responsible for the delivery, the P&L, and the hard conversations. That's the foundation everything else is built on."