Experience Matters When the Stakes Are High

I've spent my career at the intersection of science, strategy, and leadership—helping organizations and leaders navigate decisions that shape what comes next.

I Didn’t Set Out to Be a Coach

I built my career inside organizations where decisions carry consequences long after the meeting ends.

I started in neuroscience, studying how motivation, reward, and behavior shape action under pressure. I then moved into strategy consulting at McKinsey, where I learned to diagnose problems at scale.

Later, in biopharma, I led across Medical Affairs, learning, and people strategy—roles where science, business, and human behavior constantly intersect.

That path shaped how I see leadership.

The hardest issues are rarely just strategic or interpersonal. They sit at the intersection of judgment, pressure, competing priorities, and how people actually behave when the stakes are high.

That is the work I coach leaders through now.