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As a former design executive at IDEO, I’ve helped companies like Google, John Deere, and YouTube reimagine what’s next. I’ve led innovation at an $8B company (Old Navy), spoken at SXSW, written for Harvard Business Review, and I hold degrees from Carnegie Mellon and IMD. My work has supported high-achieving leaders across industries and geographies—and I’ve had the joy of living in (and the pain of moving to!) six countries across four continents. So, I know change!
But here’s what you don’t see:
Every transition came with a knot in my stomach, a jolt of uncertainty, and a real sense of being unmoored.
More than once (erm, many times), I looked wildly successful on paper while quietly wondering: What now?
Over and over, I found myself thinking: I need a new playbook.
That’s what led me to this work—not because the changes were easy, but because they weren’t. They exposed the limits of my old playbook, encouraging me to build a new one.
So I got curious. I layered my design thinking expertise with sciences (neuroscience, behavior change, biology) and embodied practices (somatic experiencing, parts work, mindfulness). And true to my background, I began experimenting—with myself first, then with clients.
What’s emerged is a distinctive approach to navigating the ambiguous in-between—what I call the liminal space.
I’ve helped individuals and leadership teams navigate high-stakes change—professionally, personally, and organizationally. Through all of it, I’ve earned something like a PhD in ambiguity and liminality.
If you—or your organization—are in that space, I’d love to help you find clarity, steadiness, and momentum. Let’s design what’s next.