Stories of Transformation
At the heart of Fabienne’s work lies transformation — not just surface-level shifts, but deep, lasting change. This page is a celebration of the courageous clients who have said yes to themselves, stepped into the unknown, and emerged stronger, clearer, and more aligned than ever before. These stories are not just testimonials — they are living proof of what’s possible when you have the right guidance, support, and tools. Read on and be inspired by what transformation truly looks like.
The CEO
Who Tripled Revenue
The CEO Who Tripled Revenue
I worked with a fierce woman who owned a manufacturing company in a testosterone-soaked industry where female leaders were still considered unicorns. When we started, she was working 70-hour weeks, making $1.5 million annually, and carrying the weight of her entire operation on her shoulders.
“Everyone says I need to work harder to grow,” she told me in our first session. I smiled and said, “Everyone is wrong.”
Together, we mapped her rebellion. First, we broke the “I must do it all” rule by bringing on an assistant—something she’d resisted for years, convinced it was an unnecessary expense. Next, we identified and removed the ego-driven individuals who were consuming her energy without add-ing value. We rebuilt her leadership team with people who shared her vision, not just her indus-try.
Most importantly, we transformed her leadership style from control to empowerment. She learned to trust her team, delegate with clarity, and protect her time like the precious resource it is.
The result? Within two years, her company’s revenue skyrocketed to $4.8 million—while she worked fewer hours and rediscovered weekends with her family. That’s the kind of rebellion that changes everything.
The CFO Who Built Wealth
on His Own Terms
The CFO Who Built Wealth on His Own Terms
A healthcare CFO came to me with a familiar conflict: he was successful by every external meas-ure, but dying a slow death inside the corporate machine. Every innovative idea he proposed met the same wall of resistance and bureaucracy.
“I want out,” he told me, “but I’m terrified of walking away from this security.”
We began by addressing his deepest fear—financial insecurity. Together, we built a detailed runway that would support his transition without triggering panic. Then we tackled his mindset around value and worth.
“Other fractional CFOs in my network are charging half of what I want to ask,” he confessed.
“And that’s exactly why you won’t be like them,” I countered. “You’re not selling time—you’re selling transformation.”
I pushed him to aim higher—to work exclusively with CEOs and founders who recognized his strategic value, not just his technical skills. “Don’t settle for clients who haggle over your worth,” I told him. “They’re telling you who they are. Believe them and move on.”
When he shared his vision of creating a mastermind for CEOs focused on financial strategy, the same pricing fears surfaced. The market suggested one price; his value deserved another. I chal-lenged him to honor his worth, not the market’s limitations.
The results spoke volumes. He filled his first CEO mastermind cohort within three months—at the premium price point he initially feared was impossible. For the second cohort, he raised his rates again, and still had a waiting list. Today, he works with visionary leaders who value his ex-pertise, never has to fight bureaucracy to implement his ideas, and has created wealth on his own terms.
That’s what happens when you refuse to let someone else determine your value.
The Successor
Who Took the Lead
The Successor Who Took the Lead
She came to me as the number two in a male-dominated industry, already owning half the shares of the business with an agreement to become sole owner when the founder retired. On paper, she had everything lined up for success, but the reality was far more challenging—employee turnover was high, communication was breaking down, and she found herself constantly undermined by the very person who had chosen her as successor.
“I know this business inside and out,” she confided during our first session. “But somehow I can’t get the team to follow my lead when he’s still in the room.”
What others dismissed as typical succession growing pains, I recognized as a fundamental power dynamic that needed rewiring. Together, we crafted a leadership approach that honored her au-thentic style without trying to replicate her predecessor’s. We focused first on identifying poten-tial leaders within the organization who were being overlooked—diamonds hiding in plain sight who would thrive under different leadership.
“Stop trying to win over the people who are loyal to the old guard,” I advised her. “Start empow-ering those who see your vision for the future.”
She learned to set clear boundaries with the founder, transforming their relationship from one of constant tension to mutual respect. Instead of fighting for control, she created strategic spheres of influence where she could demonstrate her leadership without triggering resistance.
The results transformed not just her confidence, but the entire organization. Employee retention stabilized as team members felt truly seen and valued. She made difficult decisions to remove underperforming staff who had been protected by the old system, and brought in fresh talent aligned with her vision. Most impressively, the company achieved consistent 10% year-over-year profit growth under her leadership.
The ultimate testament to her transformation came when she took a three-month maternity leave—something that would have been unthinkable before our work together. The foundation she had built was so solid that the business thrived in her absence, with her newly empowered leadership team stepping up to maintain operations while she checked in regularly but wasn’t chained to daily management.
That’s what happens when you lead with confidence instead of constantly seeking permission.
The Visionary Who
Transformed Healthcare
The Visionary Who Transformed Healthcare
She walked into our first session with fire in her eyes and a vision that would revolutionize healthcare communication. What she lacked wasn’t passion or purpose—it was the roadmap to turn her breakthrough idea into reality.
“Everyone says I need more experience before pitching to investors,” she confided. “But patients are suffering while the system stays broken. We don’t have time to wait.”
I recognized in her what others missed: not just a dreamer, but a rebel with the rare courage to challenge an entire industry. We didn’t waste time on whether her vision was possible—we fo-cused on making it inevitable.
We built her business education from the ground up, creating a framework for assembling the right support team—people who could execute her vision without dimming its brilliance. We mapped out funding strategies that aligned with her values, identifying investors who would un-derstand the transformative potential of her healthcare communication platform.
Most critically, we transformed how she showed up in high-stakes meetings. We worked on her communication style, her power of influence, and the subtle energy she brought into rooms filled with skeptics and gatekeepers. She learned to speak the language of investors while staying root-ed in the passion that drove her mission.
“They were dismissing me before I even finished my pitch,” she told me after our work together. “Now they’re competing for the chance to fund me.”
Her web platform now serves major hospitals and medical centers, fundamentally changing how healthcare providers communicate with patients and each other. What others called “too ambi-tious” is now called “visionary.”
That’s the power of rebellion with purpose—it doesn’t just break systems; it rebuilds them better.
The Executive Who
Found Her Voice
The Executive Who Found Her Voice
A senior executive at a major organization came to me with a frustration that many high-achieving women face: despite her brilliant mind and strategic insights, she struggled to com-mand attention in the highest-level meetings. Her ideas, often shared tentatively, would get over-looked—only to be celebrated when repeated by someone else minutes later.
“I know what needs to be said,” she confessed. “I just can’t seem to make them hear me.”
What others misdiagnosed as a confidence issue, I recognized as something deeper—she had been conditioned to make herself small to make others comfortable. Together, we worked to un-ravel this pattern, focusing on the energy she brought into rooms with senior leadership. We transformed her communication style not by making her more aggressive, but by helping her tap into the natural authority she already possessed.
She learned to speak with conviction, to occupy space unapologetically, and to stand firmly in her expertise without diminishing herself to protect fragile egos. Most importantly, she discov-ered how to maintain authentic connections with her peers even as she stepped more fully into her power.
The transformation rippled throughout the organization. Not only did the senior leadership team begin implementing her strategies, but one of her most challenging peer relationships dramatically improved. “He actually told me we’re making a great team now,” she shared with surprise.
“And the strangest part is, I didn’t change my ideas—just how I expressed them.”
The cultural shift spread downward, affecting teams across the organization as her new commu-nication style empowered others to speak more authentically. Employee engagement scores rose in her division, and innovation flourished where fear of speaking up had once prevailed.
That’s the beautiful paradox of finding your true voice—when you stop making yourself smaller, you create space for everyone to grow.