For more than two decades, I've built a career at the intersection of people, organizations, and impact — helping leaders navigate change while doing work intended, in different ways, to make things better.
I've been a Chief Communications Officer, General Manager, and Chief Operating Officer. I've led large teams, advised CEOs, managed through restructures and culture change, and worked across corporate, agency, non-profit, and public-sector organizations.
Much of my career has also been spent on work with a broader human purpose: advancing girls' rights, influencing public policy, building more inclusive organizations, strengthening communities, and helping mission-driven organizations increase their impact.
I've also spent a lot of time thinking about why change that makes perfect sense on paper can be so difficult in practice.
Increasingly, that's where my work lives.
I'm interested in what happens beneath the strategy: what people value, how they behave, the cultures they create, what gets in the way of change, and the sometimes considerable distance between what we say matters and how we actually live and work.
That curiosity isn't entirely professional.
A few years ago, I made a significant change of my own, leaving Toronto and senior corporate leadership and moving with my family to the coast of British Columbia.
I wish I could say I had a beautifully articulated plan for what came next. I didn't.
What followed has been a much more interesting process of reconsidering some of my own assumptions about ambition, success, identity, and what makes a life feel like your own.
That experience has changed my work, too.
Today, my practice brings together the experience I accumulated over more than twenty years in leadership and communications with deeper work in organization development, behavioural insights, values, facilitation, and individual development.
