Kristy Kainrath, MBA, PCC is a strategic thinker known for her passion in helping others be their best selves through awareness and purpose. A coach for busy executives, she enjoys helping leaders realize their full potential, especially those who are passionate about connecting with their personal mission and making a difference.
Kristy previously worked for a large medical device firm within the Ascension Health family. As Chief Strategy Officer, she was responsible for strategic direction and market expansion. Under her leadership, the organization grew from $8m to $650m and held no debt. Her areas of responsibility included R&D, product development, IT, and marketing. As part of her responsibilities, she also launched and oversaw initial operations for the nation’s first medical device security firm, a healthcare facilities management business, and an international healthcare technology management operation.
With a heart for healthcare equity across the globe, Kristy is sought after for her ability to forge relationships with and speak on issues for global health organizations. She has worked with the World Health Organization, India Ministry of Health, Shanghai Department of Health, and England’s National Health Service.
One to never stop learning, Kristy holds a Bachelor of Science from Purdue University and a Master’s in Business Administration from Butler University. She’s also received coach training from iPEC and is a Professional Certified Coach (PCC) through the International Coaching Federation. Additionally, Kristy has completed the NeuroLeadership Institute’s six-month certification program for Foundations in NeuroLeadership, completed the executive development program through Legacy Alliance, sat on Ascension Health’s Leadership Community Council, and completed training to become a National Baldrige Performance Excellence examiner.
What’s your coaching philosophy in action?
My philosophy about leadership, which shapes how I coach, is that there is no single “right” leadership style. I believe people are at their best as leaders when they truly understand themselves—their natural style, how they respond to challenges, and how they prefer to communicate. This self-awareness allows them to fully leverage their strengths and, when necessary, adjust behaviors that may get in the way of their success.
When I work with a client, my first goal is to deeply understand them. I’m naturally curious, so I ask thoughtful questions that help both of us gain clarity. I also take an honest, straightforward approach—sharing insights and feedback in a way that is always constructive and encouraging. From there, we co-design areas of focus based on where they want to grow. I view each client and each coaching interaction as a unique opportunity to build awareness, uncover insights, and shape practical action plans for moving forward.
What’s the leadership challenge you’re known for solving?
A common theme I’m known for is helping leaders expand their capacity—not only in leadership, but in life. Many of my clients come into coaching as hard-working, task-focused leaders who often feel overwhelmed or overextended. Through our work, they shift into a more heads-up approach: present, focused, and strategic, with greater mastery over their energy and capacity, both at work and at home. This transformation benefits not only the leader, but also their families and organizations, who get to experience the very best version of that person.
Describe your ideal coaching client.
I don’t have a preference for a specific “type” of client—I enjoy working with leaders across the spectrum, from those early in their careers to those nearing retirement, and from clinical to non-clinical roles. What matters most to me is mindset. My ideal client is willing to be open: open to sharing their thoughts, challenges, and vulnerabilities, and open to thinking differently and trying new approaches. Leaders who come to coaching with that openness consistently find the greatest success, and it’s incredibly rewarding to walk alongside them in that process.
What would surprise people about your approach?
One thing that often surprises leaders is how much I emphasize prioritizing themselves. Many interpret servant leadership as needing to give everything to others and put themselves last. In reality, when leaders care for themselves first, they discover they have more to give—both in quality and in capacity.
Because of this, I don’t shy away from asking questions that others might overlook—about boundaries, balance, and self-care. Leaders sometimes expect coaching to focus only on strategy or performance, but these conversations often become the key that unlocks their growth. No matter what challenges they bring—team dynamics, organizational change, or relationship struggles—helping them protect and strengthen themselves allows them to consistently show up at their best for others.
What’s a leadership breakthrough you’ve witnessed?
One example that stands out is a leader who was new to their organization and tasked with implementing substantial changes across their areas of responsibility. Early on, they faced strong resistance from both their team and key stakeholders, which left them feeling stuck and frustrated. Together, we explored the triggers behind the resistance and developed new approaches that prioritized the human element—inviting more engagement, ownership, and dialogue throughout the organization.
The shift was remarkable. Once they applied this new approach, the leader was surprised by how quickly the work gained traction. What began as resistance turned into alignment and momentum. Today, that same leader has a highly engaged team with strong followership, deep commitment, and a shared drive to bring their vision to life.
What’s your unique background experience?
Two aspects of my background especially shape how I coach. First, I advanced through leadership roles fairly quickly early in my career. That rapid progression required me to be very intentional about building my leadership skills, earning trust, and gaining credibility with peers and team members. With the support of my own executive coach, I learned how to accelerate my growth in competence and confidence—an experience I now draw on when helping clients do the same.
Second, I worked in the for-profit arm of a non-profit healthcare system. That experience gave me a deep appreciation for balancing mission and purpose in serving communities with the realities of financial performance. Living in both of those worlds helps me understand the very real tensions most healthcare leaders face today.
Because of this background, my coaching style is both encouraging and candid—I create a safe space for reflection while also offering insights that help clients move forward with clarity and confidence.
What myth about executive coaching do you love to bust?
One myth I love to bust is the idea that the higher a leader rises, the busier and more overwhelmed they must become. In reality, leadership doesn’t have to mean doing more—it can mean leading with greater capacity.
Through coaching, leaders learn to master time management, empower others, prioritize effectively, and create clarity. Many of my clients are surprised to discover that, by the end of coaching, they not only feel less overwhelmed but also have more energy and capacity than when we started.
