About me

Who I work with and what I offer

I work with entrepreneurs and leaders with teams of 5 to 30 people, who have already built a functional, stable, even profitable business, but one that still can’t grow or breathe without their constant presence. 

I help them stop being prisoners of their own business, through a two-pillar approach: together, we build the operational system they need based on people, processes, delegation, measurement, and then, we work on the beliefs and patterns that determine whether that system actually gets applied, or simply stays known on paper.

Why I do this

I was once a prisoner of my own work myself, first as a project manager, then as the manager of a 70-person department, where for a long time I confused efficiency with the need to prove something. I then chose to build a life of my own, not one inherited or imposed by inertia and circumstance, a process I’m still working on, step by step.

I believe most people are prisoners of their own circumstances and patterns, sometimes internal, sometimes tied to something external, a business, a team, an image to maintain, that the mind has latched onto without realizing it. 

My mission is to help them change those circumstances and see those patterns, especially where I have direct experience: operations and delegation, exactly what keeps so many entrepreneurs and leaders away from the life they actually want. I don’t make this a mission that consumes or obsesses me, but a natural extension of how I choose to live: with joy, presence, and the freedom to choose.

In the long run, I want this work to go deeper and deeper, from the outer structures of a business (processes, team, delegation) to the thinking patterns that support or sabotage them. 

My ongoing training in psychology is part of that path: I believe every good system, at some point, runs into the way the leader behind it thinks, and I’m continuously preparing myself to bring the same rigor there that I already bring to structure and process.

The Values That Guide Me, Personally and Professionally

Joy, to me, is the active choice to experience life through the diversity of my roles and experiences, not accumulation for volume, but variety as a source of meaning, valid both day to day and as a retrospective test, at the end of life. 

Contribution is the need for what I do to matter beyond myself, to give something back, to improve someone’s life, to be part of something larger than my own interest. 

Growth means continuous development of competence and knowledge, active curiosity, constant learning, expansion, which is why I’m pursuing a second degree, at an age when most people consider formal education finished. 

Integrity is consistency with my commitments: I do what I say I’ll do, I honor the contract and the word given, as a default rule, not a praiseworthy exception. 

Responsibility is the honest evaluation of my impact on the other person, within the limits of my competence, and the ability to stop or reorganize in order to always stay aligned with the interests of the people I work with. 

Autonomy, finally, is the freedom to choose how I work and how I structure my life, exercised within the boundaries set by integrity and responsibility.

What Sets Me Apart

The difference isn’t just one of methods, it’s one of diagnosis. Most programs on the market, including those explicitly calling themselves “training,” not coaching, start from the premise that the problem is entirely one of competence: procedures are missing, expertise is missing, so the solution is to teach them. For some entrepreneurs, that’s true. Process is necessary, but not sufficient.

I’ve seen consistently, in clients with structures already built but not consistently applied, as well as in those with no structure at all, that the outcome depends on the mix between a clear process and a mindset compatible with the role of entrepreneur or leader: who you believe you have to be in order to delegate, what you believe will happen if you let go of the reins, what it says about you that your team “can’t” function without you. A program that delivers only the process leaves half the equation unsolved. That’s why written procedures stay in the drawer.

That’s why I work 1:1, not in groups: the coaching relationship itself, not just the information delivered, is the very mechanism through which behavioral change happens, something consistently documented in psychotherapy and coaching research. 

I don’t offer quick execution or ready-made recipes. I offer sustained partnership, for those who want not just to act differently, but to become the entrepreneur or leader for whom the system actually works.

My Vision for Life

I want to live a life I’ve chosen, not one handed to me: a life made rich by the diversity of roles I carry: coach, entrepreneur, partner, wife, mother, traveler, curious human, and by the experiences I consciously choose to live, not just collect. 

I want my work to mean something beyond myself, to contribute to other people’s lives, not just my own success, and I want to do that well, with the competence and responsibility not to cause harm where I’m not prepared to help. 

I want the freedom to choose my own schedule and the shape of my own life, while still honoring my word and my commitments. At the end of my life, I want to be able to say I tasted many things, and lived fully. Every piece of life lived fully, with presence and conscious choice, is itself the reason life is worth living.

My Story

Fifteen years ago, I started out coordinating individual projects in IT. Step by step, I went on to lead programs, then entire departments, up to the role in which I defined the strategy for an agile program management craft, developed the methodology and procedures the whole department delivered against, trained other managers through direct coaching and mentoring, and built career paths for dozens of people. Right before I left, I had structured that craft into four departments, each with its own manager, proof that the team could function well even without me.

Along the way, I went through a burnout that completely knocked me down, the kind of destabilizing uncertainty where you rally and keep going until you’re utterly exhausted. Once I moved past it, I learned, painfully, the difference between efficiency and alignment: that you can be extremely competent and yet live a life that isn’t truly yours. 

From there, I turned to coaching and psychology, a natural progression from the question I’d already been asking in leadership (why do we know what we should do, yet fail to do it consistently?) and a path toward achieving results that were faster and more aligned with what I truly wanted.