I learned how organizations actually work by helping build several of them.
Before I became a consultant, I spent years as a corporate professional inside startups, not observing them from a slide deck, but working as part of the founding and leadership teams. That meant a genuinely all-round education: setting up structure where none existed, building plans and strategy from scratch, and figuring out, often in real time, what a growing organization needed next.
That path took me through senior operating roles, including Head of Human Resources and Vice President of Sales and Operations, before I stepped out to start my own consulting practice. It is a different route into consulting than the traditional one, and it shows up in how I work: I am less interested in frameworks for their own sake, and more interested in what a specific organization, with its specific constraints, actually needs to move forward. Training in law and data science along the way shapes this too, it is why I read contracts, governance structures, and organizational numbers as closely as I read the people side of a problem.
Beyond the boardroom.
I am also a certified experiential breakthrough trainer, trained in rod bending, board breaking, fire walking, and glass walking, techniques used to create genuine breakthrough moments in leadership and confidence-building programs.
Every organization I have worked with, and every startup I helped build before that, has taught me the same thing: strategy without capability stays on the page, and capability without strategy runs in circles. My work sits at the intersection of the two.