My work sits at the meeting point of three things that are rarely brought into the same room: rigorous strategy, embodied leadership practice, and the long view of institutional sustainability. Years spent running the daily operations of a ballet company, and years spent building growth infrastructure for another, taught me that the health of an arts organization is never just a numbers problem or a mission problem — it is both, held at once, by real people under real pressure.

That experience shapes how I coach and consult now. I bring the discipline of strategic planning together with attention to how leaders actually carry themselves — their presence, their nervous systems, their capacity to stay grounded through change — because an organization cannot outgrow the leaders steering it. The goal is never a plan that looks good on paper. It’s an organization, and the people leading it, built to last.