About Jax

Jacqueline “Jax” Rose, PCC
Executive & Leadership Coach
Adler Certified Professional Coach
ICF Professional Certified Coach

I’ve been in the leadership seat. Now I help others lead with greater intention.

I’m an executive and leadership coach who believes the future of leadership will depend less on having all the answers and more on our ability to navigate the human moments that technology cannot replace.

The difficult conversation.

The decision without certainty.

The person who needs feedback.

The team that needs clarity.

The moment you need to stop doing and let someone else figure it out.

The courage to ask a better question instead of providing the answer.

That belief comes from nearly a decade of coaching leaders, but it started much earlier than that.

It came from being a leader myself.

I grew up in the business of people.

I spent close to 20 years in hospitality, building my career from the ground up.

I started working in the industry young and eventually moved through sales and leadership roles, including responsibility for approximately 40 sales leaders across Canada.

Hospitality taught me a lot about business.

But mostly, it taught me about people.

I worked alongside experienced leaders, first-time leaders and incredibly capable people trying to figure out how to lead while still delivering results themselves.

And like a lot of leaders, I spent years believing part of my value came from knowing.

Knowing the answer.

Knowing what to do.

Knowing how to solve the problem.

Until I found myself in a leadership role where I wasn't the technical expert anymore.

That experience changed everything.

I never figured out all the software. I figured out how to serve the people.

Later in my corporate career, I returned to a property leadership role.

I was out of touch with some of the technical details my team worked with every day. I couldn't possibly be the person with all the answers.

By then, I was studying coaching.

So I experimented.

What would happen if I stopped trying to know everything?

I asked more questions.

I helped remove roadblocks.

I created clarity.

I gave people room to think.

I focused less on proving my own value and more on creating the conditions for other people to perform.

And they did.

We exceeded our goals and rose to the top of the property sales organization.

I never became the technical expert.

I became a different kind of leader.

That experience fundamentally changed what I believed leadership could look like.

And eventually, it changed my career.

I never figured out all the software.
I figured out how to serve the people.

Why coaching

I became a coach because I had experienced firsthand how much leadership asks of people and how little space leaders are often given to actually think about how they're leading.

We spend enormous amounts of time developing technical expertise.

Then someone becomes responsible for people and suddenly they're navigating trust, conflict, feedback, influence, delegation, uncertainty, relationships and their own identity as a leader.

Those aren't side issues.

That is leadership.

Today, I work with emerging leaders, experienced executives and organizations developing the people who will lead what comes next.

Sometimes we're working through a very specific challenge.

Sometimes someone knows they're capable of more but can't quite see what is getting in the way.

Sometimes an organization has talented people who need to make the transition from being exceptional at the work to leading the people doing it.

And sometimes a leader simply needs enough space to stop, think and see something differently.

How I coach

I’m not here to give you all the answers.

I'm much more interested in helping you find better questions.

My coaching is thoughtful, direct, curious and grounded in the realities of leadership.

I listen closely.

I notice patterns.

I ask questions that can be uncomfortable.

I challenge assumptions when they're getting in your way.

And I'll tell you what I'm seeing.

We might explore your strengths and values, the leader you want to become, how other people experience you, or the gap between your intention and your impact.

Then we bring it into the real world.

The conversation you're avoiding.

The decision you're overthinking.

The person you're struggling to delegate to.

The meeting where you need to speak up.

The team that keeps bringing every problem back to you.

Because insight matters.

But leadership changes when you practise something differently.

The work I keep seeing

After years of coaching leaders across industries and levels of responsibility, I've become increasingly interested in the gaps that capable people don't always see in themselves.

The gap between capability and permission.

Between expertise and curiosity.

Between intention and impact.

Between being the player and becoming the coach.

Between knowing something intellectually and being able to do it when the moment gets uncomfortable.

I think of these as Leadership Gaps.

And increasingly, I believe closing these gaps is part of how we prepare leaders for a world in which technical knowledge is becoming easier to access, but deeply human leadership remains difficult to replicate.

The future of leadership is human.

Click to Explore my perspective on Leadership Readiness and the Human Side of Leadership

Experience & credentials

I bring together real-world leadership experience and professionally accredited coaching practice.

• ICF Professional Certified Coach (PCC)

• Adler Certified Professional Coach (ACPC)

• ICF Mentor Coach

• Nearly a decade of professional coaching experience

• Close to 20 years of hospitality, sales and leadership experience

• Former responsibility for approximately 40 sales leaders across Canada

• Experience coaching leaders across industries, career stages and geographies

• Leadership development, executive coaching, team development and organizational development

But credentials and experience only tell part of the story.

What matters to me is what happens when someone leaves a conversation and sees something they couldn't see before.

When they have the conversation.

Make the decision.

Let go.

Speak up.

Trust someone else.

Trust themselves.

Or simply become more intentional about the leader they want to be.

Leading from within

I don't believe great leadership starts with a script.

It starts with understanding yourself.

Who are you becoming?

How do you want to show up?

What matters to you?

And what happens to those intentions when you're under pressure?

That's where the work lives.

Not in becoming somebody else's version of a great leader.

In becoming more capable of leading as yourself.

Leading from within. Building the skills for the moments that matter.

If you're thinking about your own leadership, developing someone on your team, or preparing the next generation of leaders in your organization, I'd be happy to start with a conversation.

Ready to explore what intentional leadership could look like for you or your organization?