Organizations are built by people. Their problems are, too.
Most organizational challenges are not purely structural or strategic. They are psychological. The culture that resists change. The leadership team that avoids the difficult conversation. The gap between what an organization says it values and how people actually experience it.
I advise leaders and organizations on the human side of performance. The work happens at the intersection of psychology, leadership, and organizational design.
Who this is for:
- Organizations navigating significant change: restructures, leadership transitions, cultural resets.
- Leadership teams that need to function differently under increasing complexity.
- Boards and executives looking for a trusted outside perspective grounded in both psychology and operational experience.
- Founders and CEOs who want a thinking partner for the decisions that do not fit neatly into any one function.
My background:
I have spent the past decade leading organizations as a President & CEO, including the Alberta Mental Health Foundation and the Glenrose Hospital Foundation. I understand the realities of governance, fundraising, team-building, and the daily weight of executive responsibility.
I also bring formal training in psychology, which means I see organizations through a lens that most consultants do not. I understand why smart teams make poor decisions, why change initiatives fail even when everyone agrees they are necessary, and why the gap between strategy and execution is almost always a people problem.
What we work on
- Leadership team effectiveness and alignment
- Organizational culture assessment and development
- Change management with a psychological lens
- Mental health strategy and workplace wellbeing
- Board and executive advisory on people-related decisions
- Strategic planning facilitation
How it works
Advisory engagements are tailored to the organization. Some are short-term and focused on a specific challenge. Others are ongoing relationships where I serve as a trusted advisor to the CEO or leadership team.
The work always starts with understanding. I spend time with the people involved, not just the problem as it has been framed. The real issue is rarely the presenting one.
As I wrote in On Loyalty, the bonds within an organization are lived experiences, not abstractions. Understanding them is where meaningful change begins.
The gap between strategy and execution is almost always a people problem. That is where I work.