About Tannia

Nearly two decades in the room with people who run things.

I've spent almost 20 years working with senior, multilingual executives, the kind of leaders who've already built something real and need their communication to operate at the same level as everything else they've built.

My clients lead at Apple, Google, Pfizer, Meta, and AWS. Before that, I spent years learning what actually determines whether a leader's expertise reaches the room that needs it, and it's rarely just their English.

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Where This Comes From

I learned this before I ever taught it.

I grew up Mexican-American in New Orleans, moving between two languages and two cultures before I had the vocabulary to describe what that was doing to me.

I noticed early that the gap between what someone knows and how they're heard isn't about vocabulary. It's about precision, timing, and the quiet calculations a person makes in the half-second before they speak, when they're not sure the room will give their point the weight it deserves.

I spent years on the other side of that gap before I spent years closing it for other people.

The Work

What I actually do.

I don't teach English. I work with senior leaders on the layer above it, the command of a room, the precision under pressure, the ability to make a complex point land in one pass in front of people who are deciding, right now, how much weight to give it.

Most of my clients have excellent English before they ever call me. That was never the gap. The gap is what happens in the board meeting, the investor call, the negotiation, the moment a leader's trajectory is being quietly decided by people who don't say so out loud.

I built my approach around degrees in communications and language acquisition and two decades of watching what actually changes outcomes for leaders operating at the top of their field, in a second language, in the highest-stakes rooms their companies have.

How I Work

Built around what's at stake, not a curriculum.

Every engagement starts with a direct conversation about what's actually on the line in the next 3 to 6 months. A board seat. A funding round. A global mandate. A succession conversation.

From there, the work is specific to that stakes, not a program someone else has already been through. Direct, honest feedback most people around a senior leader are too polite to give them. Real-time preparation for the moments that will actually determine how they're seen.

Let's talk about what's at stake for you.

This isn't an application. It's a short, direct conversation about your context and whether this is the right fit, on both sides.