HOW I WORK
CALM, CLEAR THINKING WHEN THE HUMAN SIDE OF WORK GETS COMPLEX
THOUGHTFUL WORK, DONE PROPERLY
I work with boards, CEOs and senior leadership teams on the human systems that shape performance – culture, leadership behaviour, trust and psychosocial risk.
This isn’t abstract worK.
It shows up in decisions, relationships, pressure points and consequences.
My role is to help leaders make sense of what’s really happening beneath the surface – and support them to act on it in ways that are practical, proportionate and human.
How I show up
I work alongside, not above or at arm’s length.
Clients often describe my style as:
- calm in complexity
- curious, not judgmental
- direct without being abrasive
- grounded, practical and human
I ask the questions that don’t always get airtime, translate complex dynamics into clear insight, and help groups have the conversations that move things forward – without turning the work into therapy or theatre.
And yes, I believe you can do hard things without making work miserable.
What guides my approach
I’m interested in how work actually gets done, not how organisations wish it worked on paper.
That means paying close attention to:
- how decisions are made
- how power and influence are used
- what gets talked about – and what doesn’t
- where intent and lived experience drift apart
- how pressure changes behaviour
I bring a business psychology lens to this work, but I’m not here to theorise. I’m here to help leaders see clearly, think well under pressure, and address issues early – or carefully, when they’re already established.
Judgement first. Tools second.
I don’t start with frameworks.
I start with:
- context
- people
- pressure
- what’s actually at stake
Over time, I’ve developed and refined a small number of tools and approaches that help make human dynamics visible and discussable. I use them selectively – when they add clarity or momentum – not as one-size-fits-all solutions.
The quality of the thinking matters more than the framework. What changes when I’m no longer in the room matters most.
When this work is most useful
I’m often brought in when organisations are:
- navigating growth, change or complexity
- sensing cultural drift or trust erosion
- dealing with leadership pressure or behavioural patterns that are starting to matter
- working through psychosocial risk and wellbeing obligations
- trying to align stated values with lived experience
Sometimes this work is preventative.
Sometimes it’s responsive.
Often it’s both.
If this resonates
If you’re a board member, CEO or senior leader looking for a thoughtful, grounded conversation about what’s really happening in your organisation – and what to do about it – I’d be happy to talk.
Let’s talk.
About me
I’m the founder of Culture Incorporated.
I work at the intersection of business psychology, culture and leadership behaviour, helping organisations understand the human factors that quietly shape performance and risk.
My background spans senior leadership advisory, facilitation and applied organisational psychology. I’m particularly effective where the work is complex, sensitive or consequential – and where leaders want insight, not platitudes.
I care deeply about this work. I’m just not driven by ideology, hype or one-size-fits-all answers.
CURIOUS ABOUT WHAT'S POSSIBLE?
If you’re exploring how culture, leadership behaviour and trust are shaping performance in your organisation, we’d love to have a conversation.
Let's talk. Get in touch.
