People usually come to me when the strengths that built the business start getting in the way of what comes next.

Maybe it’s growing faster than the way you have been leading can keep up with. Maybe you’re thinking about what it would take to double, sell, or eventually hand off what you’ve built, but also wondering who you are when you’re no longer the one holding it together, and what happens if you stop doing the things that made people trust you in the first place.

At that point, better operational systems matter, but they’re not the whole answer.

Every business has a nervous system. It’s often built on the nervous system of the person leading it. The way you cope, decide, overextend, or protect does not stay private. It sets the culture. It determines how people handle conflict. It influences what gets rewarded, what gets tolerated, and what no one says out loud.

The strengths that built the business can become the very thing that caps it, especially when doing less, stepping back, or letting someone else carry more of it feels like lowering the standard or leaving something important undone.

And if you are not looking at that layer, no new framework will fix it.

I came to this work through more than one lane. I have a PhD in Social Psychology. I led User Experience Research at Facebook and helped bring Facebook Stories to 2 billion people. I was the Director of User Experience Research and Design at Microsoft Yammer. I’m now a Level 3 Internal Family Systems practitioner, an executive and business coach, Director of Psychological Strategy at Equanima, and a facilitator with LifeLabs Learning.

I’ve worked one-on-one, with teams, and inside large systems where decisions affect millions of people.

I’m not interested in helping you manage the optics of a problem. I’m interested in helping you build something that does not keep asking the same people to hold it all together.

If you are leading a mission-driven organization or growing business at an inflection point, and you know the next chapter requires more than a new framework, we should talk.

I work with CEOs, founders, Executive Directors, and senior leaders who care deeply about their mission and are ready to look honestly at how their leadership, their team, and their structure keep pulling on each other.