More About Me

My professional journey has been shaped by one consistent theme:

working at the intersection of strategy, projects, change, and people — in environments where complexity is the norm rather than the exception.

Over the past twenty years, I have worked across industries, business models, and countries, supporting leaders and teams in navigating transformation, delivering projects, and adapting to change.

I have lived and worked in five countries and collaborated daily with international, cross-functional teams. These experiences have deeply influenced how I see leadership and transformation: not as abstract concepts, but as very human, contextual, and relational processes.

COMPANIES I HAVE WORKED FOR:

From delivery to leadership

I began my career close to execution — managing campaigns, product launches and projects, solving concrete problems, and delivering outcomes. Over time, my role evolved from doing to enabling others to do: shaping strategy, aligning stakeholders, guiding teams, and supporting leaders as they took responsibility for increasingly complex initiatives.

What became clear to me early on is that many transformations fail not because of poor ideas or weak plans, but because people are not sufficiently involved, aligned, or supported. Projects succeed or fail far less on methodology than on leadership, trust, and the ability to navigate uncertainty together.

This insight gradually shifted my focus from pure delivery toward capability building — helping leaders and organizations develop the mindset, skills, and confidence needed to lead change themselves.

Why I work the way I do

I describe my role as a consulting-coach.

I don’t step in to take over, nor do I remain on the sidelines asking questions without direction. I work with you and your people, not instead of you — combining structured thinking, proven tools, and directive questioning with real-world experience.

This approach has been shaped by years of working in:

High-complexity, international, matrix environments
Both B2B and B2C contexts
Situations where strategy, execution, and change had to move together

I have seen first-hand that sustainable impact comes from strengthening internal capability, not creating dependency on external experts. My role is to bring clarity, perspective, and challenge — while ensuring ownership remains where it belongs.

Grounding experience with structured learning

Alongside experience, I have always valued structured learning as a way to deepen and challenge my thinking.

Over the years, I have complemented my practical work with formal education in strategy, change, and leadership.

I am certified in change management (Prosci) and have completed executive education programs at INSEAD and CEDEP, focusing on strategy, leadership, and organizational transformation. More recently, I chose to deepen my coaching practice further and am currently completing a Professional Certificate in Executive Coaching at Henley Business School.

What matters to me is not the certificates themselves, but how they inform my work: grounding intuition in solid frameworks, connecting theory with lived experience, and continuously refining how I support leaders and teams in complex, real-world situations.

What I bring to leaders and organizations

Today, I support:

Executives and senior leaders navigating complexity, change, and responsibility
Leaders leading transformation, projects, or critical initiatives
Teams and organizations building project and change management capability

My work spans executive coaching, consulting, training, and facilitation, often combined depending on the situation. What connects all of it is a strong focus on:

Strategic clarity
Practical execution
Human dynamics and engagement
Learning through real work, not theory alone

I am particularly interested in the paradoxes of modern leadership: structure and flexibility, global and local, strategy and delivery, control and trust. Rather than trying to eliminate these tensions, I help leaders learn to work with them consciously.

A personal note

Outside of my professional life, I have always been fascinated by systems and movement — perhaps best illustrated by a personal detail from my youth. As a teenager, I worked on the Children’s Railway in Budapest in various operational roles. Looking back, it was an early lesson in responsibility, coordination, and the importance of people working together to keep things moving safely and reliably.

That fascination with how systems and people interact has stayed with me ever since — whether in transportation, organizations, or leadership.

How I see my role

I see myself as a partner, not an expert with all the answers. Someone who brings experience, structure, and perspective — and who is equally comfortable challenging assumptions, listening deeply, and creating space for reflection.

My aim is not to make leadership easier, but to make it clearer, more conscious, and more human.

MY GUIDING VALUES:

Transparency

I believe in being open and clear — about intent, expectations, constraints, and uncertainties.

I don’t oversell, hide complexity, or promise easy answers where none exist.

Transparency builds trust, and trust is the foundation of any meaningful leadership or transformation journey.

Respect

I work with people, not roles or functions.

Respect means listening carefully, acknowledging experience, and valuing different perspectives — even (and especially) when opinions differ.

Sustainable change starts with mutual respect.

Integrity

I act with honesty and consistency, even when it is uncomfortable.

This means saying what I think, doing what I say, and keeping confidentiality at all times.

My independence of thought and ethical stance are non-negotiable.

Responsibility

I take responsibility for the quality of my work and the way I show up — while respecting that leaders remain responsible for their decisions.

I don’t create dependency; I aim to strengthen ownership, judgement, and accountability within individuals and teams.

Continuous Learning

I believe leadership and organizations are never “finished.”

Curiosity, reflection, and learning — from experience, from others, and from structured knowledge — are essential to staying relevant, humble, and effective in a changing world.

What I Believe In

These beliefs shape how I work with leaders, teams, and organizations — and how I show up in every conversation.

Self-awareness
as the foundation

I believe self-awareness is at the heart of leadership.
Understanding ourselves — our patterns, reactions, strengths, and blind spots — is what allows us to understand others, build trust, and lead consciously rather than reactively

Kindness as a
leadership strength

For me, kindness is not softness — it is a choice and a strength.
It creates safety, trust, and openness, and it allows honest conversations to happen without fear. I have seen again and again that kindness and performance are not opposites — they reinforce each other.

Strengths

over correction

I believe in focusing on strengths and expanding capabilities, rather than fixing mistakes or forcing people into a standard “average.”
When people work from their strengths, they grow faster, contribute more, and feel more engaged. Excellence rarely comes from correction alone.

Zest & Energy

I believe work doesn’t have to feel heavy to be serious.
I value lively conversations, energy, curiosity, and momentum. Transformation and learning happen best when people feel engaged, alive, and involved — not drained.

Positivity

and human potential

I genuinely believe that people can change — and that most people are capable of far more than they think.
With the right mindset, support, and environment, individuals and teams can grow, adapt, and achieve outcomes that once felt out of reach.

Humour as perspective

Humour is one of my superpowers.
I take my work very seriously, but I don’t believe in taking myself too seriously all the time. Even in difficult situations, there is often a way to create lightness, perspective, and connection — and that matters more than we sometimes admit.

Curiosity & Learning

I am deeply curious — about people, their stories, their choices, and their contexts.
I am equally curious about learning: new ideas, research, frameworks, and perspectives. I believe staying open, reflective, and willing to learn is essential for leaders — and for myself.