My “why” — my professional mission — is to build organizations that enable their people (employees, managers, leaders, stakeholders) to live more fulfilled, integrated lives. I do this by helping business leaders create inclusive, supportive, and effective environments that result in organizational success and thriving teams — that’s my “how”.

My “what” to accomplish the above — the positions I’ve held and the approaches I’ve taken — has been quite varied: I have advised executives on organizational culture through my independent practice; I have coached and trained leaders on how to achieve clarity for themselves and for their teams, first via Talentism and then independently; I have trained and led discussions about reimagining the role and make-up of organizations with the Teal Team, which I co-founded; I started and led the Employee Practice at Medallia, where I helped companies harness listening programs to engage their employees; I founded and developed the People Strategy Group at Lattice to embed a more wholistic approach into HR software decisions.

I have now been working on this why/how/what combination, at the cross-section of technology and organizational culture, for over a decade. The path that brought me there was winding. It included tech startups, blackjack, a beer company, a beloved Hollywood studio, a couple of social networks, and a global management consulting firm. Throughout all of these experiences, I was fascinated by what made my colleagues feel at home in their jobs — and what didn’t. I found that to continually bring their whole selves to work and to thrive in their roles and beyond, people require a set of circumstances that they can harmonize with, and feel that they belong in. That’s why, though I have worked across a number of very different roles, I view their unifying trait as aiding in the search for humanity at work .