I’ve always been drawn to patterns — to puzzles, to what’s happening beneath the surface, and to the way the same structures repeat across nature, human behavior, organizations, and technology.

I connect seemingly unrelated things, noticing how the same underlying structures show up in very different contexts.

Over time, that way of seeing shaped how I came to understand leadership under pressure. After building a corporate career in large-scale organizational transformation, I became increasingly curious about how leaders navigate moments when complexity increases and the margin for error narrows.

I spent more than 15 years in senior corporate leadership, including serving as a Chief People Officer and as an executive within a Fortune 10 organization. I led through moments of real friction — M&A, IPOs, and enterprise transformation — with ownership for clear judgment, direction, and decision-making in environments where grounded composure was required to deliver consequential results.

What I saw, again and again, is that increasing complexity doesn’t create leadership problems. It reveals how responsibility is already being processed internally.

What also became clear to me is that leadership at this level isn’t meant to be carried alone.

As humans, we aren’t built to operate like machines under sustained responsibility. We need a place to think clearly, process what’s being asked of us, and stay oriented without performing or holding everything together for everyone else.

That understanding sits at the core of my work.