I bring an unusual combination to my work: a practitioner's fluency in the messiness of real organizations, and a scholar's precision in understanding why people — from frontline employees to senior leaders — don't do what they know they should.

My consulting spans the full organizational picture, but my sharpest focus is on leaders. These are the people whose identity, credibility, and effectiveness are most exposed when change asks them to be someone different than who they've learned to be.

My work draws on organizational leadership and identity theories, though the people I work with don't need to know any of that to feel the difference in practice. It connects directly to my research — a body of work that has followed the same thread across two graduate degrees, tracing the gap between what people know and what they actually do, and what gets in the way.

Currently completing a PhD in Organizational Leadership at Adler University, with research focused on why professionals with complex identities navigate the knowing-doing gap differently.