Low-ego.
High-ownership.
Relentless about outcomes.
Born in Israel. Raised across Europe — Bucharest, Sheffield, Amsterdam. That kind of upbringing does something to you. There were times I could not speak the language of the people around me. When words are not available, you learn to read everything else — the tension in a room, what someone is not saying, the shift in energy between two people before anyone names it. You notice what is unsaid because you have no other choice. That built an instinct in me that has never left.
This is not just my job. It is who I am. I can walk into a room and understand what is really going on before people say much — sometimes before they know it themselves. Moving between countries and cultures sharpened something that was already there. I chose to study it, master it, and make it my career.
- 01
Trust is not given. It is built.
I am deeply shaped by Brené Brown's work on trust — and what it actually means inside organisations. Trust is not a cultural perk or a leadership style. It is the backbone of every meaningful change, transformation, and build. Without it, strategies don't land, people don't follow, and leaders exhaust themselves wondering why. Most organisations treat trust as a given. I treat it as the work.
- 02
Leadership has nothing to do with authority.
Real leadership is not the title. It is earning the right to influence — through consistency, through honesty, through being the person who says the difficult thing early enough for it to matter. I have built operating systems inside large organisations with no formal authority over anyone. The work lands because the trust was there first.
- 03
The best time to prevent failure is before it happens.
Most organisations do post-mortems. They diagnose what went wrong after it has already cost them. I believe in the opposite: naming, before you build, what could fail and why. Not to be pessimistic. To be honest. The pre-mortem forces a conversation that everyone in the room already knows needs to happen. That conversation, held early, is worth a year of reactive firefighting.
I bring three things into every room: organisational psychology, a set of methodologies that unlock what people can't yet say, and the discipline to build infrastructure that outlasts the mandate. This is not consulting. It is operating — with the training to read what's underneath, and the tools to move it.
Five moves I run in every mandate.
Each starts with a question the executive team has stopped asking out loud — and probably should be.
- 01
The decision log
When a board agrees on something in a Tuesday meeting, where does that agreement live by Wednesday?
Every priority decision gets captured the day it's made: who owns it, the next concrete action, the date it's due, the blocker that already exists. The log is reviewed weekly with the CEO and CHRO. The leadership team stops carrying it in their heads — and stops re-deciding the same thing two months later because nobody remembered the first decision.
- 02
Misalignment, named early
When two leaders are operating on different assumptions, how do you find out before the quarter is gone?
Reading the human layer is the org-psych edge. In one-to-ones, in skip-levels, in the way a head of department phrases an objection: misalignment leaves signal. Name it in the room, hold the silence, reset the assumption. Most execution failure isn't an execution problem — it's an alignment problem that nobody surfaced in time.
- 03
The leadership operating rhythm
What does the CEO's week need to look like for the right decisions to actually happen?
Design the cadence — briefings before board meetings, decision forums before fire-fights, follow-through windows before next month's surprise. The point is not the meeting; the point is what the meeting makes possible. Done well, the CEO walks in with what they need and walks out with what gets done. The rest of the leadership team gets their evenings back.
- 04
Influence without authority
How do you hold a 1,300-person organisation accountable to itself when you don't own the headcount?
The trick is to stop treating it as a power problem. Every leader in the organisation already wants the company to win. Give them visibility into what's blocking that, structure the conversation that has to happen, document what they committed to. Low-ego, high-ownership. Politics is just unstructured information — once it's structured, it stops being politics.
- 05
The pre-mortem
What if you named what could go wrong before it does?
Most organisations wait for failure before they talk honestly about risk. I run the conversation in reverse — before the build, before the scale, before the chaos. Imagine it's 18 months from now and this went badly wrong. What happened? That question, asked early and answered honestly, is worth more than any post-mortem.
The training underneath the work.
Organisational Psychology
MSc, Sheffield University Management School. The foundation. How people behave in systems, why organisations fail to do what they intend, and how to design conditions where they actually can.
LEGO® Serious Play®
Certified facilitator. A research-backed methodology that uses building to unlock what conversation alone cannot. Hands activate different thinking. What couldn't be said gets built on the table instead.
Co-Active Coaching
CTI trained, in progress. The discipline of listening at a different level — not to the words, but to what's underneath them. Used in one-to-ones with leaders navigating transitions, stepping up, or standing at a crossroads.
Experiential Learning Design
Leadership is not learned from a slide. I design programmes built around real experiences — open water sailing, live scavenger hunts, wilderness hikes — each one engineered to surface something the classroom never reaches.