Results here don’t mean hustle metrics or a longer to-do list. They mean managers who stopped absorbing everything and started leading with leverage, feeling in control of their work instead of buried by it. Here’s what that looks like.
Client Testimonials
Before working with Luis, I was stressed and spiraling. I was struggling to manage my workload, feeling less like I am spinning, and needing a system to manage my task list which was becoming another source of guilt.From spinning to in control, with a system that actually fits
Luis helped me find and implement systems to help with prioritization, meeting structure, cadence for updates with my supervisor, and task tracking. I feel in control of my work. He brought a real understanding of how ADHD can impact our work and provided me with tools in a non-judgmental way.
Clarity, confidence, and a way of working that finally stuck
Before joining PXIL coaching, I often felt overwhelmed by my workload and struggled to balance productivity with effective leadership. I knew I wanted to grow, but I didn’t have a clear, integrated system to help me lead myself and others with confidence.
I decided to join because I believed in PXIL’s mission to combine productivity and inclusive leadership, and the experience was transformative. The systems and habits built into the coaching helped me gain clarity, reduce stress, and create reliable routines that finally let me focus on what matters most.
What really stood out was how actionable and practical everything was. I could apply what I learned immediately to my daily work, and I started seeing results in my communication, coordination, and my own ability to stay focused within just a few weeks.
Thanks to PXIL coaching, I now lead with more clarity and confidence, and I feel much more in control of both work life and personal life. I would highly recommend this to any leader who wants a practical, integrated way to increase productivity without burning out.
What My Team Said
In 2023, I asked my direct reports for honest feedback on what it was like to be led by me. These are the themes that came back, unprompted, across six separate conversations:
Approachable and non-judgmental. Creates space for people to speak up. Doesn’t micromanage. Empowers the team to take ownership. Admits when he doesn’t know something and finds support instead of pretending. Makes people feel seen.
One team member put it simply: the team was successful despite less experience because I didn’t micromanage.
The PXIL method wasn’t built in a classroom. It came from managing production teams at GSK, where I learned firsthand what breaks when one person tries to absorb everything, and what changes when a manager learns to lead with leverage instead. The work below reflects how those principles showed up in practice, recognized at every level of the organization, from frontline colleagues to the Site Head.
Inclusive managers make it safe to say the hard thing.
“I have to say how impressed I was with the UM Panel Discussion, ‘Defying Expectations, Exceeding Imaginations.’ It was insightful, educational and inspiring. You created an environment where people could ask some tough questions and get some authentic answers. This one truly resonated with me for its ‘realness’ and authenticity.”
Loreen Bloodgood, Director, GSK
Inclusive managers don’t just lead their teams. They shape what’s possible for them.
“Thank you for your participation in the 2021 BPDS DEI Focus Group. Your courage and insight in sharing views and feedback is invaluable as it helps ensure that every single BPDS employee feels valued and plays a role in creating an inclusive culture.”
Daniel D’Aquila, Senior Director, GSK
How you lead your team determines how far they go.
“Luis gave me the opportunity to shadow and participate in the DPD demonstration runs. It is a rare opportunity that isn’t given to many. Luis has helped pave a way for future developments.”
Gedeon Valbrun, Manufacturing Associate, GSK
Recognition for this work
The leadership and self-management approach behind PXIL wasn’t built in theory. It was recognized in practice, by the people who saw it happen.
Recognized by Lamont Terrell, Director of Global R&D Inclusion & Diversity, GSK: sustained leadership in building diverse pipelines and driving inclusion strategy across the organization.
Recognized by Anne Stokes, Director, GSK: a full year of coordinating, chairing, and building out inclusive leadership programming across GMP Operations.
Recognized by Antonio Ubiera, Senior Director, GSK: designing and rolling out the inclusive leadership survey and follow-up leadership guide that helped move the needle on inclusion strategy across BPDS.