My work lives between worlds. I’m deeply at home in academia and research institutions — and I also carry 17 years of the best of business schools, where leadership mindset, strategy, and behavioral change are put into practice.
I care intensely about cross-pollination: that science and corporate environments learn from each other, instead of staying in their own echo chambers. That’s where potential becomes visible.
Earlier in my career, I tried to solve complexity with more effort, more intellect, more control. In academia that can look like endless optimization, overthinking, and navigating pecking orders while staying “safe.” In corporate settings it can look like speed without reflection, or leadership performed as certainty. In both worlds, the cost is similar: people get stuck in closed loops of thinking, their energy gets heavier, and learning becomes secondary to proving.
I learned — in my own way and again through the people I worked with — that sustainable change comes from shifting the quality of attention: widening perspective while staying grounded, building awareness, and practicing leadership behaviors that hold under pressure.
Today I design experiential workshops and group coaching that bring clarity, energy, and range into complex environments — especially where smart people are stuck in analysis and need strategy to match their potential. I do this with directness, respect for introverts, and a strong belief in future and possibility.
Clients describe me as a trusted senior coach and facilitator: warm, energizing, and also an “out-of-the-box” strategic straight talker.
They value that I can hold complexity without dramatizing it—then bring structure, language, and practical moves that shift the dynamic.
