I didn’t set out to be an advisor. But I saw a gap, and I stepped into it.

How I Got Here

My path wasn't linear. I spent 16 years in the corporate world, mostly navigating rapid-growth companies.

I was the connective tissue inside constantly changing companies, working across the seams where leadership, strategy, and culture can quietly break down. Not in theory, but in the day-to-day messiness that is change and transformation. I wasn’t there to audit or observe. I was there to influence, integrate, and move people, while navigating cultural complexities others couldn’t (or wouldn’t) acknowledge.

I saw the tension executives felt but didn’t talk about. The trust they thought they had but couldn’t convert into action. And the churn that caused more turnover than transformation. And too many were thrust into leadership before they had a chance to grow into it.

The real pattern?

Big titles come with an invisible wall. 

One that “protects” leaders from discomfort and blocks the actionable insight they really need to lead well.

That’s how signals get silenced. Decision-making slows. Strategies stall. Leadership gets harder and lonelier. And cultures slowly collapse. 

So I left. Not because I didn’t care. But because I cared enough to risk stepping outside that wall to offer the kind of partnership leaders rarely get: A clear mirror. A steady presence. And someone who sees what they’re too close to recognize and says what others won’t.