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

I connect seemingly unrelated things, noticing how the same underlying patterns 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 the moments when complexity spikes and the margin for error narrows.

I spent more than 15 years in senior leadership roles, including serving as a Chief People Officer and as a Fortune 10 executive.

I led through real friction: M&A, IPOs, and enterprise transformation—periods that demanded clarity, steadiness, and high-consequence decision-making.

Again and again, I saw the same thing—in myself and in other C-suite leaders:

Complexity doesn’t create leadership problems.
It reveals how responsibility is already being processed internally.

And what also became clear is this: leadership at this level isn’t meant to be carried alone.

As humans, we’re not built to operate like machines under sustained pressure. We need space to think clearly, process what’s being asked of us, and stay internally oriented—without performing or holding it all together for everyone else.

That understanding sits at the core of my work.