About Me
Leadership is harder than it used to be — and most of the tools we rely on were built for a simpler world. Organizations are under real pressure to adapt, absorb uncertainty, and keep moving. Decisions carry more weight. Change is constant. And yet the approaches many leaders default to were designed for a context that no longer exists.
After more than fifteen years working with leaders and teams across corporate, public sector, nonprofit, and academic environments, I've seen what actually shifts things — and it's rarely about doing more or moving faster. Meaningful change comes from working at a deeper level: understanding what's driving behaviour, decisions, and dynamics, especially under pressure.
This is the space I work in. My approach draws on the insight of Otto Scharmer, who writes that the quality of results any system produces depends on the quality of awareness from which people in that system operate. I work with leaders and teams to develop exactly that — greater self-awareness, emotional and relational intelligence, and the kind of accountability that brings out people's best rather than shutting them down.
I believe that real outer change requires working with our inner landscape — individually and together. When leaders and teams grow in awareness and in relationship with each other, organizations become more capable, more resilient, and better able to fulfill their mission. And at a larger scale, this kind of development is part of how we meet the complexity of the world we're living in.
What Guides My Work
Connection
Connection is what gives work—and life—depth and fulfillment. It’s the experience of being in real relationship with ourselves, with others, and with the wider systems we’re part of. When connection is present, people are more engaged, creative, and willing to take responsibility for what matters. I see connection as the ground from which meaningful collaboration and a good quality of life emerge.
My work is guided by connection, accountability, and curiosity.
Accountability
Accountability is about how we choose to show up—with ourselves and with each other. I practice this alongside my clients, taking responsibility for my own reactions and impact, and inviting the same. It means staying out of blame and victimhood, being honest and appropriately vulnerable, and acting from clarity and care.
Lived this way, accountability isn’t about control or correction. It becomes a shared practice that brings out people’s best—deepening trust, accelerating learning, and allowing teams to move forward with integrity, even when things are hard.
Curiosity
Curiosity is what keeps us present and open. It helps us notice rather than assume, listen rather than defend, and explore rather than rush to conclusions. Curiosity supports learning, growth, and innovation, and makes it possible to engage complexity with openness instead of fear. For me, curiosity is both a personal practice and a practical leadership capacity.
My Background
My background hasn't followed a straight line. It's been shaped by working across sectors, roles, and contexts — combining hands-on business experience with years of coaching, facilitation, and leadership development. This gives me a strong feel for how organizations actually function, and what leaders are up against day to day.
I hold a Bachelor of Commerce in Entrepreneurial Management and have been a small business owner, which gives me a grounded understanding of business processes, decision-making, and the real pressures leaders face. Alongside this, I've spent over fifteen years working with leaders and teams across corporate, nonprofit, public sector, and academic settings — supporting both performance and the human dynamics that make it possible.
My coaching practice is grounded in rigorous professional training and credentialed through the International Coaching Federation (ICF) at the Professional Certified Coach (PCC) level — a credential that requires demonstrated coaching competency, significant client hours, and ongoing professional development. I am also in the process of completing my ICF team coaching accreditation, which deepens this work into the specific dynamics of how teams learn, relate, and perform together. Alongside this, I've pursued advanced facilitation training, which shapes how I design and hold space for groups navigating complexity, conflict, and change.
One of the things I value most about this work is the range of people and communities I've had the privilege of working with. My experience spans cross-cultural contexts — including work with a public health nonprofit, international students, and Indigenous communities. These experiences have deepened my understanding of how identity, culture, power, and belonging shape the way people show up in organizations, and they continue to inform how I work with difference and complexity in every room I enter.
I'm also committed to ongoing learning. I regularly invest time in training, supervision, and professional development, and stay engaged with the wider forces shaping the world — from AI and technological change to politics and the climate crisis — because these increasingly shape the context leaders are navigating.
Outside of Work
Outside of work, I’m often moving—walking in nature, biking the trails around Victoria, or dancing. Being in motion helps me think, feel, and stay connected, whether that’s through time outdoors in British Columbia or on a West Coast Swing dance floor, where presence, responsiveness, and play matter just as much as technique.
I value time with people I love, especially my partner and two young adult sons, and I try to visit family in Germany whenever I can. Travel, conversation, and shared experiences continue to shape how I see the world and my place in it.
Living close to nature—and staying connected through movement—grounds me. It’s where I recharge, stay curious, and remember what matters most.
Much like my work, my life is shaped by paying attention, staying in relationship, and allowing what’s next to emerge—often one step, one conversation, or one dance at a time.