Today we’d like to introduce you to Laura Griffiths.
Hi Laura, it’s an honor to have you on the platform. Thanks for taking the time to share your story with us – to start maybe you can share some of your backstory with our readers?
I’ve always had a heart to help people, women especially. I believe women are the heart and the engine of our world. Women are not “smaller men.” We have unique skills, talents, and ways of approaching people and problems that are incredibly valuable.
I originally thought I’d go into women’s health on the medical side, but my deeply inquisitive mind and natural pull toward leadership routed me into healthcare management. For over a decade, I worked in “chief of staff” type roles, partnering with physician leadership in communities, hospitals, and healthcare systems to effect positive change. What I loved most was seeing the connections others missed – between different departments, between strategic vision and day-to-day operations, between what leaders intended and what teams actually needed to succeed.
My final healthcare position was as the Administrative Director for the #2 ranked pediatric orthopedic hospital in the nation. It was a role I could’ve truly stayed in for decades. But I started to notice a disconnect between the care we wanted to provide and the systems we were building. So much of healthcare in the US is focused on profit over people, and I realized I was using my strategic skills to serve the wrong priorities.
I left the corporate world in 2020 to start Good Karma Consulting, dedicated to helping women small business owners turn their dreams into sustainable realities. I wanted to take my C-level operational experience and apply it in service of women building something meaningful – not just profitable, but purposeful.
What I’ve discovered is that my real gift isn’t just operational expertise. It’s the ability to see what’s really going on beneath the surface – the core issue that’s actually holding someone back, not just the symptom they’re experiencing. Whether I was working with hospital leadership or women entrepreneurs, I noticed I could see patterns others missed, ask the questions that got to the heart of the matter, and translate complex visions into clear, actionable paths forward.
That’s what drives me now – helping organizations and leaders navigate complex strategic challenges by seeing the deeper patterns and building the alignment needed for sustainable change. Whether it’s a growing company stuck on a strategic initiative or a leader trying to translate vision into reality, I bring both the strategic insight and the genuine understanding of people needed to move forward.
I’m the one you come to when you have a clear vision but can’t figure out how to bridge the gap between where you are and where you want to be.
We all face challenges, but looking back would you describe it as a relatively smooth road?
Not smooth at all – but incredibly growth-producing.
The biggest struggle has been learning to value my own unique strengths instead of trying to be everything to everyone. When I first started my business, I said yes to almost anything because I wanted to help and I needed the income. I found myself doing work I was merely competent at instead of focusing on what I’m actually exceptional at – seeing patterns, understanding what’s really going on beneath the surface, and creating strategic clarity in complex situations.
I also struggled with positioning myself. I have this unusual combination of deep strategic thinking and genuine empathy for people. For a long time, I thought I had to choose – be the “strategy person” or be the “people person.” What I’ve learned is that my real value is in bridging both. The complexity is the point, not something to simplify away.
Another challenge has been working remotely and building a business without a traditional network. I didn’t stay connected with people from past roles, so I’ve had to be intentional about building relationships from scratch. It’s taught me that quality matters more than quantity – I’d rather have five deep, authentic relationships than 500 superficial connections.
The transition from working with a top-ranked hospital to working with small business owners was also humbling. I went from high-stakes, high-budget environments to working with clients who had limited resources. While I loved helping these women, I realized I was undervaluing my own expertise. I’m still figuring out how to position myself for work that both energizes me and compensates me appropriately for the value I create.
But honestly? These struggles have clarified who I am and what I’m here to do. I know now that I’m not meant to be a generalist. I’m meant to work with people facing complex challenges where both strategy and human understanding matter – where someone needs to see what’s really happening and chart a path forward that actually works.
Thanks for sharing that. So, maybe next you can tell us a bit more about your business?
I work with organizations and leaders navigating complex strategic challenges – the kind where typical solutions haven’t worked because the real issue is deeper than it appears on the surface.
What sets me apart is my ability to see what’s really going on beneath surface-level problems. I combine deep strategic research with genuine understanding of people, so I can identify the core issue – not just the symptoms – and create paths forward that actually work. I’ve been told I have a gift for asking the questions that get to the heart of the matter and translating complex visions into clear, actionable strategies.
I’m completely untraditional in how I work. I don’t have a website. I’m not on social media. 100% of my work comes through word of mouth and direct relationships – that human connection matters deeply to me. I believe the best work happens when there’s genuine trust and understanding, not just a transactional service agreement.
I specialize in situations where both strategy and the human element matter – where you can’t solve the problem with a framework alone because people, relationships, and context are central to the challenge. This might be a stuck strategic initiative, a leadership team that needs alignment, an organizational transition, or a complex change effort.
What I’m most proud of is my authenticity and integrity. I won’t take on work that’s not a fit, and I won’t give you a cookie-cutter solution. Every situation is unique, and I take the time to really understand what’s happening before charting the path forward. If you’re facing a complex challenge and you need someone who can see patterns others miss, understand the deeper dynamics at play, and help you move forward strategically – that’s when we should talk.
What has been the most important lesson you’ve learned along your journey?
Everything revolves around relationships. Everything.
I used to think I needed to choose between being strategic and being relational – like those were separate skillsets. What I’ve learned is that my best strategic work happens BECAUSE of relationships. When you genuinely understand people – what drives them, what scares them, what they really mean when they say something – you can see patterns and solutions others miss.
The projects that succeed are the ones where real trust exists. The initiatives that fail usually fail because of relationship breakdowns, not strategy problems. You can have the perfect plan, but if people don’t trust the process or feel heard, it won’t work.
This lesson has shaped everything about how I work now. I build my entire practice on relationships, not marketing. I choose depth over scale. And I only take on work where I can create genuine partnership, not just deliver a service.
Reach me at [email protected]
Contact Info:
- Other: [email protected]
