ABOUT ME
WHY I COACH
What draws me to coaching is both the depth and the impact of this work.
The situations people bring to coaching are rarely simple. They carry real complexity, real stakes, and often a sense that the way forward is not yet visible.
I believe that most people are more capable than their current circumstances allow them to show. Yet, even highly capable leaders can find it difficult to lead in ways that feel fully aligned with who they want to be and how they want to lead. That gap is often where coaching begins — and where coaching allows the innate capacity we all carry to surface.
This is what makes this work so meaningful to me: accompanying leaders in those moments, allowing them to remain aligned, intentional, and effective, especially under pressure.
How leaders experience challenging environments and perceive their own ability to act does not only affect their well-being and performance — it shapes the people and organizations around them.
I am a certified executive coach, trained at Rotman School of Management, University of Toronto.
I AM A RESEARCH-PRACTIONER
There is a gap between research and organizational practice that has fascinated me for years.
Research on how we form judgments and make decisions under risk and uncertainty is rich, rigorous, yet largely theoretical. Organizational practice is urgent, consequential but rarely examined with enough depth.
Leaders are making judgments that affect hundreds of people and the trajectories of organizations, under real pressure, with often incomplete information, in situations that are genuinely new, yet the cognition behind leadership often goes unexamined.
This gap is where my work lives
RESEARCH
I am a psychologist (M.Sc.) pursuing a PhD in cognitive psychology at Uppsala University.
I research leadership during organisational transformation. Specifically, the real decisions leaders make and how they make them, when the stakes are high, the way forward is genuinely unclear, and the consequences carry real weight. I am curious about what options leaders perceive and consider for making those decisions, and what drives the conclusions they reach.
PRACTICE
Aligned with my research, I work in a global people and organisation development role.
I work in a large coperation alongside the people responsible for leading through organizational transformation, developing change initiatives that reach leaders and employees globally. I translate research into practice and hold these initiatives to research standards: testing assumptions, measuring effects, making sure what we develop actually lands.
If this resonates, I would be glad to hear from you