At a certain level the usual help stops being help, and what's missing is rarely more frameworks.
By the time a woman reaches the senior tiers of finance, she has usually been coached before. A leadership programme the firm paid for. An executive coach assigned during a transition. A 360 that told her, in carefully worded paragraphs, things she already knew. Some of it was useful. Most of it slid off.
It slid off for a reason, and the reason is not that she was uncoachable, or resistant, or any of the other words that get used when generic help meets a non-generic person. It slid off because almost all of it was built for someone earlier in the climb, delivered by someone who had never sat where she sits, and aimed at giving her more to do.
There is the framework problem. Frameworks are built to scale, which means they are built for the average case, and a managing director carrying a book, a board seat in her sights, and a household running on her logistics is not the average case. A model that works for a cohort of two hundred will, by design, miss the specific thing actually in her way.
There is the chair problem. Most coaching at this level is delivered by people who have read about the rooms but never sat in them, who cannot tell the difference between a calibration meeting going sideways and a client about to walk, because they have no way to tell. So the conversation stays one level too abstract, and she spends the session translating her world before any real work can begin.
And there is the most expensive one, the to-do-list problem. Almost all of it ends in actions. More to manage, more to optimise, more to fit into a life already full to the edges. For a woman whose entire problem is that she has done too much for too long, being handed more to do is not help. It is the disease wearing the costume of the cure.
What actually moves something at this level is rarer and quieter. A private room with one person who already knows the terrain, who will not flatter you and will not hand you a worksheet, who is interested in the one thing underneath all the busy things rather than the busy things themselves. I keep the specifics of how I work private, because it is built around the individual and that is the point, but the shape of it is the opposite of what failed before. Not more frameworks. Not more to do. One real conversation, held in complete confidence, that gets to what is actually going on.
If you have been coached before and walked away thinking that was fine, but it wasn't the thing, you were probably right. The thing is usually waiting underneath, and it tends to need a different kind of room.