Black and white portrait of a serious woman with long hair.

I've spent over twenty years asking why intelligent, capable people can't talk to each other.

The answer is rarely about skill. It's about awareness, habit, identity, emotion, and the stories people tell themselves without noticing they're telling them.

That question started in boardrooms and training rooms. It didn't stay there. The same forces that make a team avoid a difficult conversation make a society avoid a difficult truth, and once you've seen the pattern at one scale you start seeing it at every scale.

So my work runs on two tracks that are really one.

The Conscious Radical is the writing and the films. Essays and long-form video about systems of power, buried histories, and what conscious choice looks like when you're living inside structures you didn't design. I've published The Awakening, a political allegory about systems of control, and I'm currently writing Building Intentional Culture, a practical guide for leaders.

Culture work is the same thinking applied inside organisations. Leadership development, team development and workshops, built on a framework I call Intentional Culture. Thriving organisations don't happen by accident, and neither does the other kind.

Inner work and outward awareness aren't two paths.

what i believe

I'm not interested in development or training that ticks boxes. I'm interested in work that changes behaviour: how people see themselves, how they show up under pressure, how they connect and lead, and whether any of it survives contact with Monday morning.

I blend coaching, psychometrics, NLP, breathwork and two decades of real-world L&D experience. Practical, human tools people can use the next day.

what working with me looks like

No generic slides, no rigid scripts, no one-size-fits-all. What you'll get instead is interactive sessions, frameworks made human, humour, honesty, challenge of the useful kind, and space to think and experiment.

Training doesn't have to be boring to be worthwhile, and meaningful growth doesn't have to feel heavy.

on neurodiversity

Workplaces tend to treat difference as something to manage around or tolerate. I don't work that way. Different brains are assets, and when an organisation genuinely understands how its people think, communicate, process emotion and make decisions, everything downstream improves: trust, performance, wellbeing, culture.

the human bit

When I'm not facilitating, designing, writing or reading, you'll find me:

Loving my children and walking my dog, sometimes the other way round
Making things about systems, architecture, ancient texts, behaviour and the world we've built
Doing breathwork and nervous system regulation, usually in the forest
Watching a good paranormal TV show, no judgement please

Credentials

Twenty-plus years in Learning & Development.