

Leadership Advisor
Executive Coach
Social Psychologist
I know a thing or two about the thrilling stretch and the challenging strain of high performance environments: as a researcher at Oxford University, consultant to elite military units, and leadership psychologist at one of the world’s top executive search & leadership advisory firms, I got to understand high performance from different angles.
With care, focus and wit, I guide leaders and their teams through key transitions in their personal and professional lives. I am at my best when I get to support people with high ambitions and a strong sense of purpose in unlocking their potential — a next generation of leaders who are here not simply to apply best practice, but who want to expand what ‘best practice’ in leadership looks like for tomorrow’s organisations.
Too often, emerging leaders dedicate their entire focus to the task at hand but underinvest in taking a step back to evaluate where they want to end up in the future, what they need to do to get there, and how much they are willing to give in the pursuit of their goals.
My work with leaders at the top of global organisations has taught me: High performers who are not only successful by external standards but also fulfilled and energised in their missions, show strong self-awareness, know their bigger ‘why’, keep connected even though it can feel lonely at the top, and seek outside-in perspectives to accelerate their learning.
The best performers don’t leave this up to chance.
















