About Remergent
Built to make development more coherent.
Remergent is a coaching and development firm founded by Cade Murphy.
We help leaders translate learning, feedback, and experience into the capability required for greater responsibility—and help organizations build sustained access to the professional coaching that makes that development possible.
Too much development is left unfinished.
Organizations invest significantly in leadership programs, assessments, feedback processes, and individual development opportunities.
Each can create valuable insight. But they are often delivered as separate activities, with responsibility for connecting and applying them left almost entirely to the leader.
The program ends. The assessment is filed away. The leader returns to the immediate pressures of the role.
Remergent was created to work in the space that follows.
Coaching connects insight to context, context to action, and action to continued learning. It helps leaders integrate development into how they make decisions, navigate relationships, respond under pressure, and take on greater organizational responsibility.
Our purpose is not to add more development activity.
It is to help the development already taking place become more meaningful, connected, and enduring.
Credentials
- MA, Executive & Organizational Coaching — Royal Roads University
- Graduate Certificate in Executive Coaching — Royal Roads University
- ICF Professional Certified Coach (PCC)
- ICF Mentor Coach
- 10+ years of professional coaching experience
- Member, International Coaching Federation
Cade Murphy, MA, PCC
A career built around how people develop.
Cade’s path to coaching began with a simple desire to help people grow.
He studied psychology expecting that it would provide the clearest route into that work. During his undergraduate years, however, an experience helping lead and redesign a peer-mentoring program introduced him to a different way of supporting people.
A professional coach had been brought in to train the mentors. Rather than teaching them to solve problems or give better advice, the coach showed them how to create the conditions in which another person could think, learn, and move forward for themselves.
It was a form of development Cade had not encountered before.
The idea stayed with him.
A later conversation with a Master Certified Coach made the direction unmistakable. His advice was direct: leave the work you are doing and apply to the executive coaching program at Royal Roads University.
Cade followed it.
More than a decade later, he has earned both a Graduate Certificate and Master of Arts in Executive and Organizational Coaching from Royal Roads University, achieved the International Coaching Federation’s Professional Certified Coach credential, and built a career supporting the development of leaders and other professional coaches.
“Coaching is not about solving someone’s problems for them. It is about helping them develop the capacity to meet what comes next.”
Helping capability become fully available.
Cade has coached leaders across industries, organizational levels, and stages of development.
Some are preparing for promotion or adapting to a significantly larger role. Others are navigating organizational complexity, difficult decisions, increased visibility, or a growing gap between what they have accomplished and how capable they feel.
The circumstances vary, but the underlying work is often similar.
As responsibility grows, leaders must do more than accumulate new knowledge. They must revise how they understand their role, their authority, their strengths, and the contribution expected of them.
Cade’s work helps leaders:
- Make consequential decisions with greater clarity
- Develop confidence that is grounded in demonstrated capability
- Adjust successful habits for a larger level of responsibility
- Strengthen influence across teams and organizational boundaries
- Navigate uncertainty, scrutiny, and competing expectations
- Translate insight into sustained changes in how they lead
- Recognize and use strengths they may have been discounting
- Prepare internally for the responsibilities ahead
The objective is not to construct a new leadership persona.
It is to help the leader become more deliberate, effective, and fully present within the responsibility they already hold—or are preparing to assume.
Imposter Phenomenon
Why capable people do not always feel capable.
Cade’s graduate research examined how people move through the imposter phenomenon: the persistent difficulty some accomplished individuals experience in recognizing and internalizing their own capability.
This experience often becomes more pronounced during advancement.
A promotion, a larger mandate, or increased organizational visibility can create an uncomfortable distance between the evidence of a leader’s capability and their internal sense of readiness.
That distance can affect how leaders make decisions, respond to feedback, use authority, take appropriate risks, and relate to the people around them.
The research reinforced a principle that now sits at the centre of Remergent’s work:
Capability and a person’s understanding of their capability must develop together.
This does not mean manufacturing confidence or eliminating every moment of uncertainty. It means helping leaders develop a more accurate, grounded, and usable relationship with what they know, what they have accomplished, and what they are capable of learning next.
Credentials support the work. Continued development sustains it.
Alongside his coaching credentials, Cade holds certifications across a range of established assessment instruments—used as sources of information within the development process, not as substitutes for judgment, context, or coaching.
Assessment Certifications
- Strength Deployment Inventory
- EQ-i 2.0
- EQ 360
- Hogan Personality Inventory
- Hogan Development Survey
- Motives, Values, Preferences Inventory
- Hogan Business Reasoning Inventory
Thoughtful enough to understand. Direct enough to be useful.
The leaders who come to coaching rarely need someone to provide simplistic answers.
They need room to think clearly, an informed perspective that can challenge their assumptions, and a partner capable of listening for what may sit beneath the presenting issue.
Cade’s approach combines curiosity, careful attention, appropriate challenge, and a strong grounding in organizational context.
He works to understand both the person and the system around them:
- What the role requires
- What the organization is asking of the leader
- How the leader understands themselves
- Which patterns are supporting their effectiveness
- Which previously successful approaches may now be limiting them
- What meaningful progress would look like in practice
The coaching relationship is confidential, but it is not disconnected from reality.
The work remains anchored to the decisions, relationships, responsibilities, and organizational consequences the leader is navigating.
The Future of Remergent
Remergent begins with Cade. It is not intended to end there.
Remergent is being built as a coaching firm rather than a practice centred permanently around a single individual.
The long-term vision is to create an external coaching function organizations can rely on across leadership levels, transitions, assessments, teams, development programs, and periods of organizational change.
That requires more than assembling a list of available practitioners.
It requires a firm with:
- Credentialed coaches working within clear professional standards
- Thoughtful matching between coaches, clients, and engagements
- Consistent approaches to ethics, confidentiality, and sponsored coaching
- Mentor coaching, supervision, and continued professional development
- Access to a broad range of established assessment tools
- Meaningful career pathways for professional coaches
- Long-term partnerships that deepen organizational understanding
- Reliable coaching capacity that can grow with client needs
Remergent is interested in what becomes possible when coaches are developed as deliberately as the leaders they support.
The aim is to build a firm known not simply for providing coaching, but for advancing the quality, consistency, and professional maturity of the work.
Based in British Columbia. Built to work across organizations.
Remergent is based in the Greater Vancouver area and works with leaders, teams, and organizations across Canada and beyond.
Engagements may be delivered virtually, in person, or through a combination of both depending on the nature and location of the work.
Vancouver, British Columbia — home base.
Begin with what you are working toward.
Whether you are preparing for greater responsibility or building stronger coaching and development capacity across an organization, the first step is understanding the context.
Let’s start there.
A considered conversation about the opportunity in front of you and whether Remergent is the right partner for it.