About me

I have spent over twenty years inside organisations. What I found there changed how I see everything.

My journey started at Interbrand in London, where I first encountered the idea that a brand is not just what a company says — it is what a company is. That what you promise externally must be lived internally. That the signal a company sends out is a direct reflection of what exists within.

That insight has never left me. It has only deepened.

In 2003 I wrote my thesis on corporate identity and organisational growth — at the intersection of design management, culture and communication, which is where my thinking, and emotion, has always lived. In 2004 I started my first company, focused on corporate brand management: aligning internal identity with external image, developing value platforms and making sure that what lived inside an organisation matched what it communicated to the world.

A few years later, employer branding emerged as its own discipline, driven by HR departments and focused on talent attraction. I saw immediately that it was built on the same foundation, with similar channels but different target groups: internal identity, culture, and the signal those create.

What I also saw — and what I have never stopped saying — is that corporate brand and employer brand are not two separate things. They are one. And when they are treated as separate, something breaks in the signal the organisation sends out.

This is also why I insist on the term employer brand management rather than employer branding. Employer branding refers only to external communication. Employer brand management covers the full picture — internal and external, culture and strategy, identity and image. The difference matters.

The deeper work

The professional and the personal have never been separate for me.

Through twenty years of working in and with organisations — from global industrial groups to IT startups, from mining companies to media agencies — I have seen what happens when culture and leadership are healthy. And I have seen what happens when they are not.

I have worked in organisations where people were drained, where leadership operated from fear and control, where the gap between what was promised externally and what was lived internally was vast. And I have seen the cost of that — in people, in culture, in the business itself. And the opposite: when values are genuinely lived and people are met with compassion, something else becomes possible entirely.

Parallel to my professional work, I have always done my own inner work — personal development, self-awareness, understanding patterns and energies. Not as a separate pursuit, but as an inseparable part of how I think and who I am. Over time, I began to see the same patterns playing out in organisations that I was learning to recognise in myself. The same dynamics, the same gaps between identity and image, the same cost of inauthenticity.

This is not a soft observation. In my experience, it is the hardest business truth there is.

How I work

I show you the way to awareness — on what to do and what questions to ask — and guide you in the process to find your own answers.

Throughout my career — whether as an employee, interim consultant and strategic partner or a personal coach — I have always been drawn to the moment when someone sees something they had not seen before. When a leader or a team suddenly understands not just what needs to change, but why. That moment of awareness is where real transformation begins.

Even in my years as an interim consultant, I was never just the one delivering strategies and action plans. I was coaching — guiding people to see the problem themselves, to find their own direction, to lead the work from within. That has always been my instinct, and it is now the core of how I work.

I am driven by values, insights and purpose driven compassion. I have done my own inner work and I continue to do so — because I believe that the quality of the guidance I offer is inseparable from the awareness I bring to it.

What I beleive in

A few things I hold to be true.

Outside work

One more thing.

I am a passionate alpine skier — and since many years back I'm a non profit skiing instructor during wintertime, teaching children and adults how to ski. There is something about being in the mountains, fully present, reading the terrain and trusting your own intuition, that feels very close to the work I do professionally. This feeling of joy, playfulness and connection with self is something I want to share with as many people as possible.

My deepest happiness is with my family and a large group of friends — the people who know me best and remind me of what matters most.