I didn’t set out to become a consultant. I set out to be an actor.

I trained at the Carnegie Mellon School of Drama alongside world class artists and masters, who collectively ignited my lifelong study of communication, influence, and human behavior.

After graduating, I began my career on stage and screen. Over time, my role expanded into directing, writing, and producing. I was no longer the first violin. I had become the conductor.

In 2007, following my selection for the Lincoln Center Directors Lab, I became Artistic Director for the Internationalists, where I led a collective of 40 directors from 25 countries. Strong-willed, brilliantly diverse, and not always easy to align.

I didn't know it at the time, but leading that group was my first real education in leadership.

Then I made one of the boldest decisions of my life.

I left the art world and stepped into the corporate world.

Everything I had spent years developing seemingly lost its value. I felt disoriented and uncertain.

Eventually, I found my footing through executive coaching.

And I discovered that the skills I had developed as a performer and director weren’t just transferable. They were exactly what many leaders were missing:

➜ Understanding what someone is communicating before they’ve said a word

➜ Creating conditions where people feel safe enough to the tell the truth

➜ Challenging someone to build them up, not break them down

These aren’t soft skills. They’re essential human skills required for effective leadership.

As I deepened my understanding of behavioral science and organizational psychology, the parallels became impossible to ignore.

At the intersection of art and science, we understand the complexity of human behavior:

➜ How people show up

➜ How they make decisions

➜ How they influence others