About Me

I used to be part of the problem.

I spent years building walls between people and their work. Not because I was careless, but because that's what I was taught leadership looked like. Getting here, to the work I do now, required me to unlearn almost everything I thought I knew about organizations, people, and what it means to lead well.

From the Army to Blockbuster, and everything after.

I served in the Army, where hierarchy was absolute and emotions were to be checked at the door. When I transitioned out and became a store manager at Blockbuster, I carried that model straight into civilian leadership. I actually told my staff to leave their feelings in the passenger seat when they arrived to work, and pick them back up on the ride home if they wanted them.

I was part of the system I now work to transform. I just didn't know it yet.

The journey from that version of leadership to this one didn't happen overnight. It happened through hard conversations, humbling moments, a lot of inner work, and eventually the self-awareness to see the pattern I'd been living inside. That journey is the foundation of everything I do. Not despite the mistakes, but because of them.

When organizations ask people to leave their humanity at the door, they don't just lose the inconvenient parts. They lose the loyalty. The creativity. The investment. You cannot wall out the human and keep the dedication. This is the worldview that runs through every offer I make, every piece of content I write, and every client relationship I'm in.