For those who decide alone
I help executives and entrepreneurs work through difficult decisions and situations in a conversation where you don’t have to prove you’re handling it. Before psychology, I spent 13 years working inside business, so I look at your challenges not just as a psychologist, but as someone who’s been through it myself.
Familiar situations
People come to me when management logic stops giving answers
Decisions have to be made alone, and there’s no one to think it through with: not the team, not a partner.
The company or team is changing, and the resistance, yours or someone else’s, doesn’t respond to rational arguments.
A conflict with a partner, investor, or key employee has gone beyond ordinary “business disagreements.”
Decisions have to be made under pressure: a downturn, a crisis, uncertainty, and you can’t let the team see that you need a pause.
The role of leader or founder has gotten too tight, and it’s unclear where there’s still room for yourself in it.
When the company or your role in it is changing, and the decision is still yours to make.
Changing jobs, roles, countries, industries: before, during, and after.
Not techniques, but what’s underneath them
The decision, and the responsibility for it, stays with you. My role is to give you a structure that makes that decision clearer
I don’t work from universal recipes or run sessions on a fixed plan. Each session is a close look at one person’s specific situation: what’s happening at the level of roles, boundaries, trust, and status, where management logic runs out and psychology begins.
My core method is Transactional Analysis, including its organizational branch: a model that shows which psychological “position” you’re acting from right now, where an automatic script has taken over, and where a conscious decision is still possible. I see the formal architecture of change from the inside, through my background as a certified change agent.
Change management is also part of my work (Certified Change Agent, Capillary Learning). But behind it isn’t methodology, it’s personal experience: changing profession, changing country, changing my role in business. I know this first-hand, not in theory.
Three different worlds of business
For 13 years I worked inside business, not as an outside consultant, but as part of the team accountable for the outcome
I saw business from three different sides: a private investment firm, a state-owned corporation, and my own startup, from hiring and client negotiations to compliance procedures and my first contract with a US retail chain.
That’s when I noticed: what actually holds a business back is rarely visible in the process itself. More often, it’s what’s happening with the people making the decisions: their roles, their boundaries, what they won’t let themselves see. That’s what led me to Transactional Analysis and change management, not as theory, but as a language for what I’d already been observing in practice for years.
Consultations, not programs
I don’t run multi-month programs with a fixed structure. You come with a specific issue, we work through it as deeply as it needs, and the session ends there. What comes next is up to you: return in a week, in six months, or not at all.
Sessions
Stand-alone consultations, not tied to a program or a set number of meetings.
Online and in person
Online from anywhere, in person by arrangement.
Confidentiality
A basic condition of the work: what happens in a session stays there.
Get in touch
Schedule a free, zero-commitment exploratory conversation. It’s a chance to talk through what you’re dealing with right now and see whether I can be useful in your specific situation.
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