Independent career & interview coach
You know your work.
Explaining it is the part
nobody taught you.
I'm Chad Enhite. I work one-to-one with people preparing for interviews, career moves, and the conversations that decide them — remotely, in focused sessions built around practice rather than generic advice.
Where are you stuck?
Pick the one that sounds like this month.
Most people arrive with one of these four. The work looks different in each case — so does the first session.
You're getting to final rounds and stopping there.
Usually this isn't a knowledge gap. It's that the answers are being assembled live, in the room, for the first time — so they come out long, hedged, and in the wrong order. We fix that by rehearsing out loud until the shape of each answer is yours.
- Build a short bank of examples that can be re-cut for different questions
- Practise answering under time pressure, then trim what didn't earn its place
- Work on the openings and endings — the parts people rush
- Prepare the questions you ask them, which usually get zero preparation
The next step is unclear, so nothing moves.
Direction rarely arrives as a flash of certainty. It comes from narrowing — ruling things out on purpose, in a way you can defend to yourself. Sessions here are structured thinking, not personality quizzes.
- Separate what you're good at from what you want more of — they're not the same list
- Name the constraints that are real and the ones you inherited
- Test two or three directions against how you'd actually spend a Tuesday
- Decide what evidence would change your mind, then go and get it
Your work is good. The description of it isn't.
Plenty of capable people describe themselves in job-title nouns and lose everything that made the work matter. We rebuild the description from what actually happened — decisions you made, problems you owned, things that were different afterwards.
- Turn a list of responsibilities into a handful of specific, checkable claims
- Find the through-line across roles that looked unrelated on paper
- Rewrite the opening line you use in interviews, applications and introductions
- Cut the jargon that only makes sense inside your last company
You've been handed a team and no instructions.
The first months of leading are mostly conversations you've never had before: setting expectations, giving unwelcome feedback, saying no upwards. We rehearse those the same way we'd rehearse an interview — before they happen, not after.
- Draft what you'll say in your first one-to-ones, then practise saying it
- Work out what you'll stop doing now that you're not the one doing it
- Prepare for the specific conversation you're currently avoiding
- Set up a way to check how it's landing that doesn't depend on people volunteering it
Straight answer
What this is, and what it isn't.
What it is
- One-to-one sessions, planned around a specific thing you're facing
- Practice out loud, with direct feedback while you're still in the room
- Written notes from me afterwards, so the work doesn't evaporate
- Preparation you keep and re-use long after the session ends
- Honest read-outs, including when the answer is "that isn't working yet"
What it isn't
- Not recruitment — I don't place people and I don't take employer fees
- Not a promise about any outcome, offer, title or salary
- Not therapy or counselling, and not a substitute for either
- Not a course, a cohort, or a library of videos you watch alone
- Not scripts to memorise — borrowed answers are audible
The shape of it
Four steps, no mystery.
Nothing here depends on you buying anything before we've spoken. The first exchange is a conversation about whether this is the right use of your time at all.
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You write in
A few lines on what's happening and what you'd like to be different. That's enough to start.
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We agree the focus
I reply with what I think the real problem is, and what a first session would cover. If I'm not the right person, I'll say so.
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We do the work out loud
Sessions are working sessions — you talk, I interrupt, we rebuild it. Remote, one-to-one.
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You leave with something written
Notes, the reworked answers, and what to practise before we speak again — if we speak again.
Focus areas
The work people actually book.
Interview preparation
Structuring answers, building a re-usable example bank, and practising under the time pressure of a real conversation.
Career direction
Narrowing options deliberately instead of waiting for certainty, and deciding what evidence would actually settle it.
How you describe your work
Rebuilding the opening line, the summary and the through-line so they say something specific and checkable.
Difficult conversations
Rehearsing the one you're avoiding — feedback, expectations, saying no upwards — before you have to have it.
First months of leading
One-to-ones, expectations and handover — the conversations that arrive with the title and no instructions.
Coming back after a break
Handling the gap plainly, rebuilding a current description of your work, and getting match-fit for conversations again.
Preparation is the only part of this you fully control.
Who hires, who promotes and who says yes is not in your hands. How ready you are for the conversation is. That's the whole of what I work on with people — and it's the reason I don't make promises about the rest.
Before you write in
Reasonable questions.
Do you guarantee I'll get the job?
Are you a recruiter?
What do sessions cost?
Is this therapy or counselling?
Will you write my CV or answers for me?
How private is this?
Tell me what's coming up.
A few lines is enough. I read everything myself and reply with what I think the actual problem is — even when that means telling you not to book.