About Me
I build the conditions for people to become what they're capable of being.
I am someone who decided that the most radical thing a leader can do in a world full of borrowed playbooks is know exactly who they are, and build from there.
I've spent twenty years working with some of the most complex organisations, watching what happens when leaders skip that step. I built a practice and wrote the book on what to do instead.
The pattern across my career is consistent. At Google, I didn't manage existing teams, I built new ones, turned around underperforming units, launched programmes that ended up going global. Every role was a build, an optimise, a handover. Then I left one of the best companies in the world. Not because something better came along, but because operating mode bores me.
I've started three communities from nothing. Wrote From Zero to 1,000: The Organisational Playbook For Startups before most people were talking about it in that language.
The throughline in all of it: I build the conditions for people to become what they're capable of being. Then I step back.
That is also, it turns out, exactly what I do for every founder I work with.
About Me
I build the conditions for people to become what they're capable of being.
I am someone who decided that the most radical thing a leader can do in a world full of borrowed playbooks is know exactly who they are, and build from there.
I've spent twenty years working with some of the most complex organisations, watching what happens when leaders skip that step. I built a practice and wrote the book on what to do instead.
The pattern across my career is consistent. At Google, I didn't manage existing teams, I built new ones, turned around underperforming units, launched programmes that ended up going global. Every role was a build, an optimise, a handover. Then I left one of the best companies in the world. Not because something better came along, but because operating mode bores me.
I've started three communities from nothing. Wrote From Zero to 1,000: The Organisational Playbook For Startups before most people were talking about it in that language.
The throughline in all of it: I build the conditions for people to become what they're capable of being. Then I step back.
That is also, it turns out, exactly what I do for every founder I work with.
About Me
I build the conditions for people to become what they're capable of being.
I am someone who decided that the most radical thing a leader can do in a world full of borrowed playbooks is know exactly who they are, and build from there.
I've spent twenty years working with some of the most complex organisations, watching what happens when leaders skip that step. I built a practice and wrote the book on what to do instead.
The pattern across my career is consistent. At Google, I didn't manage existing teams, I built new ones, turned around underperforming units, launched programmes that ended up going global. Every role was a build, an optimise, a handover. Then I left one of the best companies in the world. Not because something better came along, but because operating mode bores me.
I've started three communities from nothing. Wrote From Zero to 1,000: The Organisational Playbook For Startups before most people were talking about it in that language.
The throughline in all of it: I build the conditions for people to become what they're capable of being. Then I step back.
That is also, it turns out, exactly what I do for every founder I work with.
The Work
What I actually do,
and how I do it.
01
I work with founder-CEOs at companies of 10 to 50 people, because this is the critical time when the team outgrows the founding energy and needs actual leadership infrastructure to keep growing.
02
My clients come to me because something in the people dimension of their business is off. Sometimes it's obvious: a team that isn't performing, a culture that has drifted, a leadership vacuum below the founder. Sometimes it's less visible: a tounder who is exhausted, who is saying the right things but no getting the results, who has the strategy but not the organisation to deliver it.
03
The work always starts in the same place: with who the founder is as a leader. Not as a therapeutic exercise. As a strategic one. Because until that's clear, every people initiative is built on sand.
04
From there, we build the infrastructure. The culture. The people processes. The leadership capacity. in the right sequence, at the right time, without building more than the company actually needs.
05
I call this approach Identity-First. It's the principle that has run through everything I've built, at Google and since.
Credibility
The Experience Behind the Thinking
10 years at Google, EMEA and APAC:
I spent a decade in several People Operations executive roles at Google across EMEA and APAC, setting up the employer. brand and sourcing strategy across Europe, building best-performing teams, and deploying three global programmes still running today.
10 years working with founders and leadership teams:
Hundreds of engagements across Asia and Europe - from pre-Series A startups to scale-ups — in tech, fintech e-commerce, and beyond. Clients include Gojek, Crypto.com Shopback, Golden Gate Ventures, Jungle Ventures, Monk's Hill Ventures, Dior, Richemont, Linkedin, and Vinci
Author:
From Zero to 1,000: The Organisational Playbook for Startups.. Over 2,000 copies sold, almost entirely through word of mouth. A new edition with an AI perspective is in progress for late 2026.
Speaker:
I've spoken at leadership events, corporate offsites, and founder conferences across Asia and Europe — including Tech in Asia, Echelon Asia Summit, French Tech Indonesia Summit, AI Southeast Asia, and Inspired Conference, as well as events for Richemont, LinkedIn, Vinci, Dior, and Microsoft.
The Work
Where Do You
Want to Start
01
I work with founder-CEOs at companies of 10 to 50 people, because this is the critical time when the team outgrows the founding energy and needs actual leadership infrastructure to keep growing.
02
My clients come to me because something in the people dimension of their business is off. Sometimes it's obvious: a team that isn't performing, a culture that has drifted, a leadership vacuum below the founder. Sometimes it's less visible: a tounder who is exhausted, who is saying the right things but no getting the results, who has the strategy but not the organisation to deliver it.
03
The work always starts in the same place: with who the founder is as a leader. Not as a therapeutic exercise. As a strategic one. Because until that's clear, every people initiative is built on sand.
04
From there, we build the infrastructure. The culture. The people processes. The leadership capacity. in the right sequence, at the right time, without building more than the company actually needs.
05
I call this approach Identity-First. It's the principle that has run through everything I've built, at Google and since.
Credibility
Where Do You
Want to Start
10 years at Google, EMEA and APAC:
I spent a decade in several People Operations executive roles at Google across EMEA and APAC, setting up the employer. brand and sourcing strategy across Europe, building best-performing teams, and deploying three global programmes still running today.
10 years working with founders and leadership teams:
Hundreds of engagements across Asia and Europe - from pre-Series A startups to scale-ups — in tech, fintech e-commerce, and beyond. Clients include Gojek, Crypto.com Shopback, Golden Gate Ventures, Jungle Ventures, Monk's Hill Ventures, Dior, Richemont, Linkedin, and Vinci
Author:
From Zero to 1,000: The Organisational Playbook for Startups.. Over 2,000 copies sold, almost entirely through word of mouth. A new edition with an AI perspective is in progress for late 2026.
Speaker:
I've spoken at leadership events, corporate offsites, and founder conferences across Asia and Europe — including Tech in Asia, Echelon Asia Summit, French Tech Indonesia Summit, AI Southeast Asia, and Inspired Conference, as well as events for Richemont, LinkedIn, Vinci, Dior, and Microsoft.
The Work
Where Do
You Want to Start
01
I work with founder-CEOs at companies of 10 to 50 people, because this is the critical time when the team outgrows the founding energy and needs actual leadership infrastructure to keep growing.
02
My clients come to me because something in the people dimension of their business is off. Sometimes it's obvious: a team that isn't performing, a culture that has drifted, a leadership vacuum below the founder. Sometimes it's less visible: a tounder who is exhausted, who is saying the right things but no getting the results, who has the strategy but not the organisation to deliver it.
03
The work always starts in the same place: with who the founder is as a leader. Not as a therapeutic exercise. As a strategic one. Because until that's clear, every people initiative is built on sand.
04
From there, we build the infrastructure. The culture. The people processes. The leadership capacity. in the right sequence, at the right time, without building more than the company actually needs.
05
I call this approach Identity-First. It's the principle that has run through everything I've built, at Google and since.
Credibility
Where Do
You Want to Start
10 years at Google, EMEA and APAC:
I spent a decade in several People Operations executive roles at Google across EMEA and APAC, setting up the employer. brand and sourcing strategy across Europe, building best-performing teams, and deploying three global programmes still running today.
10 years working with founders and leadership teams:
Hundreds of engagements across Asia and Europe - from pre-Series A startups to scale-ups — in tech, fintech e-commerce, and beyond. Clients include Gojek, Crypto.com Shopback, Golden Gate Ventures, Jungle Ventures, Monk's Hill Ventures, Dior, Richemont, Linkedin, and Vinci
Author:
From Zero to 1,000: The Organisational Playbook for Startups.. Over 2,000 copies sold, almost entirely through word of mouth. A new edition with an AI perspective is in progress for late 2026.
Speaker:
I've spoken at leadership events, corporate offsites, and founder conferences across Asia and Europe — including Tech in Asia, Echelon Asia Summit, French Tech Indonesia Summit, AI Southeast Asia, and Inspired Conference, as well as events for Richemont, LinkedIn, Vinci, Dior, and Microsoft.
The Person
The Person
Outside The Work
From France
Originally from France, I have lived in seven countries and I'm now based between Singapore, Bali, and France. Which means I've spent a lot of time thinking about how people work across very different cultural contexts. The patterns are different. The human questions aren't.
Originally from France, I have lived in seven countries and I'm now based between Singapore, Bali, and France. Which means I've spent a lot of time thinking about how people work across very different cultural contexts. The patterns are different. The human questions aren't.
A Mother
I'm a mother of two. My children are becoming young adults, which means I'm living through the exact stages I wrote about in From Zero to 1,000. I mapped startup growth onto childhood for a reason: founders navigate the same gradual realisation that parents do: that the organisation, like a child, eventually develops its own logic, its own momentum, and stops doing what you say just because you said so. My daughter is 19, my son is 15. I live it every day and I'm still surprised by how true the adolescence challenge is in that analogy.
I'm a mother of two. My children are becoming young adults, which means I'm living through the exact stages I wrote about in From Zero to 1,000. I mapped startup growth onto childhood for a reason: founders navigate the same gradual realisation that parents do: that the organisation, like a child, eventually develops its own logic, its own momentum, and stops doing what you say just because you said so. My daughter is 19, my son is 15. I live it every day and I'm still surprised by how true the adolescence challenge is in that analogy.
Community
I've built three communities from nothing because I believe in the power of human connection, and because I can't help building what doesn't exist yet. The Bali Leadership Initiative is the most personal of the three. It exists because the conversation I wanted to be part of wasn't happening anywhere else.
I've built three communities from nothing because I believe in the power of human connection, and because I can't help building what doesn't exist yet. The Bali Leadership Initiative is the most personal of the three. It exists because the conversation I wanted to be part of wasn't happening anywhere else.
Hobby
When I'm not working, you can find me hiking a mountain, doing some art crafting, or having a long lunch somewhere that doesn't rush you. I believe in building a life at the intersection of what you're good at, what you love, and what the world needs. Work should feel like an expression of who you are, not an escape from it.
When I'm not working, you can find me hiking a mountain, doing some art crafting, or having a long lunch somewhere that doesn't rush you. I believe in building a life at the intersection of what you're good at, what you love, and what the world needs. Work should feel like an expression of who you are, not an escape from it.
CONTACT US
If you're building something serious and the people dimension is the thing keeping you up at night — let's talk.
Helping founder-CEOs build the leadership, culture, and organisational clarity required for growth.
CONTACT US
If you're building something serious and the people dimension is the thing keeping you up at night — let's talk.
Helping founder-CEOs build the leadership, culture, and organisational clarity required for growth.
CONTACT US
If you're building something serious and the people dimension is the thing keeping you up at night — let's talk.
Helping founder-CEOs build the leadership, culture, and organisational clarity required for growth.
Build predictable growth you can control.
If growth feels active but unpredictable, the issue is rarely effort alone. More often, it reflects a lack of clear structure.