I started my career as an attorney. Then, purely by chance, I met a group of Accenture management consultants who introduced me to change management — and I was hooked. Over the two decades since, inside global medical device, pharmaceutical, and healthcare organizations, I kept ending up in the same room: a leadership team that was smart, capable, and quietly out of alignment, watching a strategy that looked great on paper struggle to survive contact with the actual organization.

What I realized, engagement after engagement, was that the missing piece was never more strategy — it was someone willing to look at the whole system honestly. Leadership capability, talent readiness, performance systems, organizational structure, culture: these don't fail one at a time. They fail together, quietly, until a board meeting or a key departure forces the issue into the open. I built my career learning to see that whole picture and to help leadership teams act on it before it became a crisis.

Right now, I'm bringing that same experience to organizations on a fractional basis — working directly with leadership teams who need this level of expertise now, without the long runway of a full-time search. It's a natural extension of the work I've always done, just with more freedom to go straight to where the problem actually is.