“Not your usual consultant.”

A client once described me as “not your usual consultant.” I take that as a compliment – and as a responsibility to stay both rigorous and pragmatic, candid and warm, structured and creative.

I offer you a structured space for thoughtful co-creation. The work is highly personal, and no two engagements look the same: depending on what you need, it may be one-to-one executive coaching over several months, a people consulting project grounded in organisational psychology expertise, team development, or a more formal executive assessment to bring clarity to important people decisions.

Executive Coaching

As your coach, I support you in aligning your decisions and actions with who you are, who you want to become, and with the life you want to build –

putting you back in charge of your personal growth and challenging you to create a more impactful, fulfilling path forward.

Team Development

As a psychologist specialising in group dynamics, I guide your team through moments of re-invention, friction and misalignment –

helping you remember why you are in this together and co-creating practical tools that help you leverage your collective potential straight away.

Leadership Advisory

As your leadership advisor, I challenge your approach with clarity of thought, a cross-industry lens and unapologetic curiosity –

expanding your perspective to help you navigate today’s and tomorrow’s complex world of talent – thoughtfully and with purpose.

Executive Assessments

As a psychologist who has interviewed and assessed countless executives, I bring the psychometric tools and the conversation dexterity necessary to assess a leader’s potential –

helping senior decision-makers select, onboard and integrate the right leadership personalities to write their organisation’s next chapter.

What does working with you look like in practice?

I offer a structured space for thoughtful co-creation – when the stakes are high and the system around you is hard to read. The work is highly personal, and no two engagements look the same: depending on what you need, it may be one-to-one executive coaching over several months, a people consulting project grounded in an organisational psychology lens, team development, or a more formal executive assessment to bring clarity to important people decisions.

While the format can differ, here is what you can always expect:

we get precise about your context and what “good” looks like,
I bring an outside-in, systems-level perspective to feed your own thinking and decision-making
and we translate insight into concrete actions that hold up in real-life conditions.

My work with high-performers and organisations that want to raise the bar is intellectually exacting: In an opinionated, often anecdotal people development industry, I help you discern signal from noise. My work is also warm: Combining care and wit, a generosity of spirit and a deep-seated belief in my clients’ capability to grow.

Whom do you work with, typically?

My client base is deliberately diverse. Over the years, early-stage founders, C-level leaders in global corporations, and next-generation talent have all found their way into my practice. This does not dilute my work. It strengthens it. I believe people development deepens and accelerates when leaders look beyond their immediate peer group. That’s why I work with a wide-angle lens on leadership.

What my clients tend to have in common:

They are leaders operating in complex, fast-paced environments. While these are precisely the environments where leadership growth matters the most, it’s also where it is most difficult to zoom out and where growth risks becoming reactive and thereby stunted.
They are facing consequential moments at the individual and/or the organisational level. This might be leadership transitions (new role, bigger remit, newly forming leadership team) or wider organisational change (restructuring, post-merger reality).
They want to take responsibility for meaningful people development – their own, within their teams, and across their organisation. They know that best-in-class leaders won’t leave people development to chance.
They engage in a spirit of co-creation. If you have a ready-made solution and need someone to roll it out, or if you are looking for an off-the-shelf prescription that you can follow without participating in any of the thinking, we might not be a good fit. My clients are looking for a real partnership, and they co-create it with me.

What distinguishes your approach?

At the top of the house, people development is often a deeply personal matter. I am acutely aware that bringing an outsider into this arena requires trust. In my experience, that trust is built through values alignment and interpersonal chemistry, reliability, and confidentiality – often more so than through a distinct “approach” or trademarked toolkit.

To test whether I am the right partner for you, we can start with a conversation and explore whether we match.

Often, what resonates most with my clients is my ability to combine:

deep expertise in group psychology (grounded in science; I stay close to the cutting edge through ongoing teaching and research engagements)
consulting and coaching experience across the senior talent lifecycle (executive selection, onboarding & integration, feedback, individual and team development)
multicultural dexterity (having lived and worked in five different countries, and working in several languages)
the pursuit of world-class basics (exceptional listening, intellectual agility, critical self-reflection, and a commitment to lifelong learning)

A psychologist with a systemic approach and a background in social network research, I am an avid networker. Little brings me more joy than being a connector – of ideas and of people. If it serves our work, I will bring this to our collaboration.

How do you handle confidentiality and discretion?

Discretion is central to how I work. I keep my practice intentionally small, and I treat sensitive context – personal, organisational, and political – with care.

Often, the conversation about confidentiality becomes particularly acute when an organisation sponsors executive coaching. I clarify boundaries at the outset: what stays strictly between coach and coachee, what (if anything) may be shared, and in what form. If there is any feedback loop, it is agreed explicitly in advance and kept proportionate, so confidentiality is protected and the work remains useful.

In assessments and consulting work, I apply the same principle: clarity up front on who is involved when and how findings are communicated, so discretion is maintained without diluting the usefulness of the work. In team and organisational work, I am equally explicit about what is shared in the room, what is synthesised across conversations, and what remains confidential.

What is the first step towards a collaboration?

Every collaboration starts with a short chemistry call. Please reach out via the contact form, and I will come back to you to suggest a time.

If there is a fit, we will agree the next step and a clear way of working. If not, you will leave with more clarity on what you need next.

At the top of the house, people development is often a deeply personal matter. I am acutely aware that bringing an outsider into this arena requires trust. In my experience, that trust is built through values alignment and interpersonal chemistry, reliability, and confidentiality—often more so than through a distinct “approach” or trademarked toolkit.