Meet the Founder

A woman with short blonde hair sitting on a beige bench, writing in a notebook with a gold pen, in a room with neutral-colored walls, a large green plant, and framed artwork.

Many professionals assume the next step in their career will simply be a larger version of their current role—more responsibility, a bigger team, and a higher salary. In reality, leadership transitions require a fundamental shift in perspective. The work becomes less about personal delivery and more about judgment, prioritization, and navigating complexity through others.

When that shift isn’t fully understood, even highly capable professionals can struggle. Leadership roles carry visibility, and gaps in readiness can quickly become visible. Confidence drops, credibility erodes, and organizations may begin questioning whether the individual truly belongs at that level.

I founded Leadership Readiness Lab to address this gap.

My work focuses on helping professionals understand what senior leadership actually demands, how their strengths translate into that environment, and how to develop the capabilities required to succeed when the stakes become higher.

Because stepping into leadership should not be the moment talented people are exposed.

It should be the moment they are ready.

Jay Saxton Parmar

Founder

I work with emerging leaders who are approaching senior leadership roles or leaders who want to improve the impact they make as leaders.

Most are focused on getting promoted. My work is focused on something else: helping them decide whether they’re actually ready — and ensuring they don’t get it wrong.

Over nearly two decades, I have built my career advising companies on leadership talent — from C-suite and top team assessments to succession planning and high-potential identification. At the center of this work has always been the same question: what leadership capability will organizations need in the future, and how do you develop people who can deliver it?

Organizations invest significant time defining leadership potential and assessing people against those definitions. But far less attention is given to helping individuals understand what the transition into senior leadership actually requires. What does being a leader actually entail?