Connecting how
work is designed with
how it gets done.

I started my career as an engineer, trained to solve problems as engineers do: using systems, data, and process. As a consultant, I led dozens of engagements focused on improving performance — retooling systems, rethinking operations, and partnering with executives to deliver change. Over eight years, I built new lines of revenue, managed teams, and learned to move between the boardroom and the front line.

But time and time again, implementation fell flat. The strategy was clear. The design was sound. The excitement was real. But somewhere between idea and outcome, projects stalled. The gap was rarely technical. It was human. I decided that I wanted to understand why well enough to do something about it, which led me to Harvard.

At HBS, I study how teams perform under pressure, exploring the human and organizational dynamics that shape whether they succeed or fall short. I do this work in the field, embedded in and alongside the teams and organizations I sutudy, producing insights that are grounded in practice.

Now, I'm looking to bring my experience and insight back into industry — into roles where I can build and scale new functions, work closely with leadership on high-priority initiatives, and be held accountablefor outcomes, not just analysis.