About
For more than 25 years, I have operated inside complex organizations during moments when technology shifts, markets move, or businesses restructure — when the old models no longer hold and the path forward isn’t obvious. I help leaders see around corners and build what comes next.
My career began at the intersection of business and policy in Brussels during the early formation of the European Union. Later, based in Singapore with Booz Allen, I supported restructuring efforts across Asia during a period of regional economic transformation. Those early experiences shaped how I think about change: it is never purely operational or strategic — it is economic, institutional, and deeply human.
Over a 25+ year career spanning North America, Europe, and Asia-Pacific, I have led teams working within both U.S.-based and multinational environments. In executive leadership roles — including serving as Chief Administrative Officer — I led restructurings, technology implementations, M&A integrations, and large-scale workforce realignments. In my global assignments, I operated in environments defined by regulatory complexity, cross-border coordination, financial exposure, and leadership accountability at scale.
Across these experiences, one pattern became clear: organizations do not falter because change occurs. They falter when leaders underestimate the human capacity required to absorb it. That insight continues to shape my work today.
I coach senior leaders across Fortune 500 companies, government institutions, nonprofit organizations, and high-growth environments. Some are leading structural transformation. Others are responding to market shifts or technological acceleration. Many are navigating inflection points without a clear blueprint.
Artificial intelligence is one of those inflection points. Not because technology itself is new, but because its speed exposes gaps — in preparation, in digital fluency, in institutional design, and in how we think about long-term relevance. Much of the executive conversation centers on governance and risk. Necessary topics. But equally important are the practical questions:
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How do leaders make sound decisions in AI-assisted environments?
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How do capable professionals remain competitive as tools evolve?
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How do institutions modernize support systems that were built for a different era?
Clara emerged from those questions. When experienced professionals — including long-tenured public sector leaders — suddenly found themselves navigating AI-shaped labor markets without modern repositioning tools, it became clear that traditional models of support were outdated.
Clara brings together my corporate leadership experience, HR and workforce insight, and evidence-based coaching frameworks into an accessible, technology-enabled platform. It is not technology for its own sake. It is infrastructure designed to meet people where they are and help them move forward with clarity.
But the work extends beyond any single platform. I build frameworks where ambiguity dominates. I connect strategy with lived experience. I design structures that allow organizations to evolve without losing sight of the people inside them.
As markets evolve, technologies accelerate, and careers extend across decades, the challenge is not simply adapting to change. It is designing change with discipline — so organizations grow stronger and capable people remain competitive, relevant, and prepared for what comes next.
This work naturally led me to examine more deeply how accelerating technologies — particularly AI — are reshaping organizations and professional relevance in real time. That exploration continues in my work on Human-Centered AI.
Let's continue this conversation
If this work resonates — or if you are exploring how AI is reshaping decision-making, leadership, or opportunity in your organization — I’d welcome a conversation.
