Culture Change & Leadership Development

Culture doesn't change through strategy documents or top-down announcements. It changes when people — at every level — understand why change matters, feel genuinely involved, and have the tools to lead it in their own sphere. That's where I work.

And it starts from within. Just as inner growth drives outer change in individual leaders, sustainable culture change requires organisations to develop from the inside out — building the human infrastructure that makes change stick.

What this work looks like

Every organisation is different, and I adapt my approach to the context. Common threads across my work include:

Helping leadership teams define a shared purpose, direction and set of values — and then translate these into concrete behaviours that people can actually live by. Building the structures that enable change to travel through an organisation: change councils, implementation teams, and peer ambassador networks that carry new ways of working from leadership to the ground. Facilitating workshops that create genuine dialogue — not consultation theatre, but conversations where people's insights actually shape the direction. Supporting leaders to walk the talk: coaching them to model the culture they are asking others to adopt.

I work with both corporates and mission-driven organisations, and the dynamics are different in each. In corporates, the challenge is often that sustainability or change agendas are understood at the top but don't translate into the daily priorities of other departments. In NGOs and multi-stakeholder initiatives, the energy and purpose are often there — but alignment between departments, and between leadership and ground-level experts, can break down. Both need the same thing: people who feel heard, involved, and equipped to act.

As the saying goes: tell me and I forget, show me and I remember, involve me and I understand.

Leadership Development

Not everyone who leads has been taught to lead. In many organisations — particularly in technical, scientific, or mission-driven environments — people are promoted for their expertise and then expected to manage, motivate, and develop others without ever having been given the tools to do so. This is where leadership development comes in.

I work with organisations to build leadership capability at every level — from emerging team leaders to senior managers navigating complex change. This is not generic management training. It is contextualised, practical development work: understanding how to communicate across cultures, how to give feedback that lands, how to build psychological safety, how to lead through uncertainty.

At the heart of my approach is the Secure Base Leadership model, developed at IMD — a framework built on three simple but powerful principles: care, dare, share. Leaders who care deeply about their people, dare to challenge and be challenged, and share openly across boundaries create the conditions for others to take risks, grow, and perform at their best. This is the kind of leadership that makes culture change possible — and sustainable.

Delivered through workshops, group coaching, or structured programmes, and always designed around the specific challenges your people are facing. The goal is the same as in all my work: leaders who grow from within, and whose growth makes the people around them better.

My conviction: People over Process

Involving people in change fosters innovation, unlocks the best ideas, keeps employees engaged, and generates the buy-in that makes implementation real rather than cosmetic. Process matters — but it follows people, not the other way around.

How we work together

Every engagement starts with a conversation about where you are and where you want to go. From there I design an approach that fits — whether that's a single leadership workshop, a multi-month culture change programme, or coaching that runs alongside organisational work to keep leaders anchored through the transition.

I work in person and virtually, and am happy to travel for team and organisational work. I bring a multilingual, cross-cultural perspective — having navigated change across continents, sectors, and cultures throughout my career.

Building trust and purpose — one organisation at a time.