Seeing Systems. Holding People.
Leadership, culture, and ethical clarity in complex institutions.
I work with leaders and organizations at the point where structure, culture, and human capacity meet.
My work is grounded in a simple observation: Most organizational breakdowns are not caused by a lack of talent, effort, or care. They arise when people are asked to lead systems they were never trained to see.
I see systems the way others see people. I also see people and how they belong within systems.
This dual lens allows me to work where leadership, power, ethics, and culture are actually formed, beneath language, initiatives, and stated values.
How I Work
My background spans academic leadership, arts organizations, somatic education, and organizational consulting.
Across these settings, I have worked with leaders who are deeply committed to their institutions, yet carrying responsibilities that exceed what they were prepared for.
This work is not about fixing people. It is about helping leaders understand the systems they steward, so decisions, communication, and accountability can become coherent rather than reactive.
I work slowly enough to be accurate, and directly enough to be useful.
Organizations are living systems.
They respond to pressure, threat, and uncertainty much like human nervous systems do.
When leadership becomes overwhelmed or misaligned, systems contract.
Decision-making narrows. Communication fragments. Culture tightens.
My work applies a somatic systems lens to leadership and governance — not as a metaphor, but as a practical way of understanding how organizations adapt under strain.
This perspective allows leaders to work with complexity rather than against it, and to restore clarity without relying on control.
Somatic Systems Lens
Context and Experience
I have worked with:
academic institutions and academic leaders
arts organizations and creative nonprofits
boards navigating governance, ethics, and transition
leaders operating within highly relational, mission-driven environments
In these settings, I have supported organizations through moments of growth, conflict, ethical strain, and structural change.
I understand the emotional cost of leadership in institutions that care deeply about people and values — and the structural consequences when that care is not supported by clarity.