I’ve Always Been Interested in What Happens When Life Stops Fitting the Way It Used To.
My Work Lives at the Intersection of People, Change, and Possibility.
My professional life has never followed one narrow lane.
For twenty years, I worked in HR and talent acquisition at Accenture — inside a large, complex organization, learning how people and structure actually interact at scale.
Then I built something smaller and entirely my own: Alltrus, a commercial cleaning business I grew from two employees to fifteen. Running it taught me that operations matter as much as people — the ongoing work of process, planning, and balancing what’s urgent against what’s next.
Alongside that, I’ve worked directly with individuals through life coaching and career counseling, and built businesses and experiences around events and travel. Throughout it all, I kept noticing the same thing: people and systems reveal patterns.
I notice when people are overriding themselves to keep their lives functioning. I notice organizations adding more effort instead of questioning how the work is designed. I notice the assumptions underneath the problem.
And I’m usually less interested in asking “how do we keep doing this?” than “ does this still make sense?”
A Question I’ve Been Circling My Whole Life
Before my grandfather passed, he asked me a question I’ve never fully put down: do you know who you are, and why you are here?
I didn’t build a business around that question. But I’ve noticed some version of it underneath almost everything I’ve gotten curious about since — in my own life, and in my work with people and organizations. What’s actually true here. What’s worth keeping. What no longer fits.
Travel has been a steady part of how I stay curious — solo, with family, with friends. New places sharpen the same noticing I bring to everything else: different people, different ways of living, different assumptions about what’s normal. But I’ve come to think the point was never getting away. It’s whether that same attention makes it back into an ordinary Tuesday.
And when I’m not working, I’m probably losing an afternoon in a bookstore — same instinct, smaller scale.
Today, my work takes two primary forms.
The Sacred Middle
The Sacred Middle is my body of work for people navigating meaningful life transitions — when an identity, relationship, career, role, or way of living no longer fits the way it once did.
This work is not about blowing up your life because you have changed. It is also not about forcing yourself to remain inside an old structure simply because it once worked. It is about creating enough space to understand what is actually happening before deciding what comes next.
Signal. Stop. Notice. Name. Map. Move.
The goal is not certainty. The goal is enough clarity to make a thoughtful next move.
Business Transformation
My business work begins with a similarly simple question: what needs to change — and what is too valuable to lose?
Small businesses are being asked to adapt quickly to AI, automation, and changing expectations, with an overwhelming number of tools promising to make it all easier.
More technology is not automatically the answer. I help business owners step back, see how the work actually happens, and make thoughtful decisions about what to change, what to leave alone, and where AI genuinely helps — without unnecessary chaos.
What Connects the Two
My work is ultimately not about coaching on one side and technology on the other.
It’s about understanding what’s actually happening before deciding what deserves to change.
Whether I’m sitting with someone considering what their next chapter needs to become, or a business owner trying to figure out where AI actually belongs, my role is remarkably similar: I listen, I look for patterns, I question assumptions, I help separate the real issue from the noise around it. Together, we figure out what’s worth preserving, what needs to change, and what the next thoughtful step might be.
I believe change can be courageous without being reckless. Innovation can be ambitious without becoming dehumanizing. And we can create what comes next without automatically discarding everything that brought us here.
That instinct is also why you’ll sometimes find me in front of a room — speaking and facilitating on transition, leadership, organizational change, and the changing nature of work.
Why Now
We are living through a period of profound transition. Technology is changing what work looks like, how organizations operate, and how people relate to their careers, faster than most systems or leadership models were built to handle.
I’m deeply interested in what happens next — for individuals navigating their own transitions, and for organizations trying to figure out how to move forward without losing what matters most about how they work and who they are.
That’s the work I want to do. With individuals and with organizations, at exactly this moment.
Navigate What’s Changing Without Losing What Matters.
If something in your life or business is asking to be reconsidered, you don’t have to know the entire answer before you begin. Sometimes the first step is simply getting clear about what’s actually changing.
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