Description

I work with organisations on the people and leadership challenges that slow growth and reduce performance.

My work covers 3 levels : structural, group and individual.

Organisational design and diagnostics (structural)

When execution breaks down (decisions stall, coordination costs increase, priorities aren't clear), the cause is often structural.

I diagnose where the operating system is breaking and work with leadership teams to fix it: how work is organised, how decisions move, how ownership is defined, how priorities are set and communicated. I work primarily with scale-ups and growing organisations where structure hasn't kept pace with growth.

Leadership development and management effectiveness (group)

I design and deliver workshops and group programmes for leadership teams and managers. Topics include decision-making, priority-setting, feedback, delegation, and how managers lead under pressure.

Programmes are built around what the group actually needs, not generic frameworks.

Leadership & manager coaching (individual)

Individual coaching for newly appointed managers, experienced leaders operating under increased pressure, and senior leaders navigating complex transitions.

I work on both the practical side (how they lead day to day) & the thinking patterns that get in the way: overthinking, second-guessing, avoidance, decision paralysis.

I bring a background in organisational psychology and HR consulting across multiple industries including Financial Services, Technology, Healthcare and Professional Services.

Clients have included leaders at Microsoft, Novartis, GE Healthcare and Pfizer.

ICF ACC certified. 200+ coaching hours.

Languages: English and French.

Industry field of expertise

Languages

English
Native or bilingual
French
Native or bilingual
Spanish
Conversational

Workplace preferences

Remote only

Primarily works remotely

Axiom
Organisational & People Consultant
May 2025 - Today (1 year and 1 month)
Amsterdam, NH, Netherlands
My work sits at the intersection of people systems, organisational design, and execution.

Across growing organisations, I repeatedly saw the same pattern: engagement, leadership, and workload issues addressed through training and support, while decision rights, ownership, and coordination remained unclear.

Today, my work focuses on diagnosing where the operating model creates friction and translating those observations into clear, realistic options for action, helping leaders/founders decide what to fix upstream instead of asking people to compensate downstream.
Organizational Design Organisational Effectiveness Operations Diagnostic
INREV
Learning Operations Associate
May 2024 - December 2024 (8 months)
Amsterdam, NH, Netherlands
Supported learning operations in a membership-based organisation, with a focus on improving coordination, standardisation, and execution quality across learning activities.

- Structured end-to-end learning event operations by documenting workflows, centralising information, and introducing checklists and templates to reduce coordination errors.
- Analysed recurring operational issues across communication, marketing, and invoicing, and adjusted processes to improve follow-through and consistency.
- Maintained and improved the Learning Management System as a coordination and reporting tool, supporting completion tracking and content organisation.
- Contributed to learning improvement initiatives (Train-the-Trainer elements, exercises, expert interventions, questionnaires) by embedding them into repeatable operational processes.
- Focused on making learning delivery smoother, clearer, and more reliable in a context with limited standardisation and high manual workload.
Process facilitation Organisational Effectiveness Learning Management System E-learning
Bank Pictet & Cie (Europe) AG, Succursale de Luxembourg
People & Capability Lead (Learning & Development)
February 2023 - April 2024 (1 year and 2 months)
Luxembourg
Sole owner of Learning & Development delivery for a 700+ employee entity during a period of limited structure and unclear decision rights. The role combined full operational responsibility with constant navigation of HQ-driven priorities, matrix reporting lines, and fragmented budget ownership.

Experience includes:
- Owned prioritisation, design, and delivery of the annual L&D calendar, making business-driven trade-offs under capacity, budget, and governance constraints.
- Built L&D governance from scratch, including budget tracking, reporting, and demand intake, in a context where decision authority and funding were split across business lines and locations.
- Delivered programmes across leadership, technical skills, wellbeing, and compliance, ensuring execution despite frequent reprioritisation and limited local autonomy.
- Designed and ran a leadership programme focused on feedback, communication, and stakeholder management, exposing structural blockers such as unclear ownership, slow decision-making, and lack of feedback loops.
- Introduced training dashboards to increase visibility for HRBPs and leadership, highlighting the gap between reported activity and actual capacity to execute.
- Presented governance and budget risks to Global L&D/OD and HR Risk, surfacing systemic misalignment between centralised control and local execution
Process facilitation Training