Whether you are stepping into a new role, facing a difficult situation, looking for greater confidence or simply want to move forward with more clarity and intention, coaching provides the space to reflect, challenge assumptions and turn insights into meaningful action..
I design and facilitate practical leadership programs that help managers and leaders develop the capabilities they need to navigate change, engage and develop their people, make better decisions and lead with greater awareness and adaptability.
Through individual and group mentor coaching, I support coaches working toward their ICF ACC or ICF PCC credential, as well as experienced coaches who want to deepen their skills and continue developing their coaching practice acording to ICF standards.
Before becoming a professional coach, I spent more than a decade working in technology and leading multicultural teams.
I started my career as a software developer and progressed into management and leadership roles, eventually leading teams and navigating the realities of organizational growth, change and performance.
That experience continues to shape the way I work today.
As a coach, I combine professional coaching with a practical understanding of what leadership actually looks like — the decisions, the pressure, the relationships, the uncertainty and the responsibility that come with it.
As AI continues to transform the way we work, I believe this perspective matters more than ever.
Technology may change what we do. Leadership determines how we navigate that change.
This week I had an interesting conversation with a senior executive about a situation many leaders silently struggle with: what happens when layoffs become necessary, but managers categorically refuse to carry them out? Layoffs are an emotionally charged topic—especially today. It’s easy to argue that some recent workforce reductions were avoidable, or that people should …
During my time as a manager, when committing for a delivery and a deadline, I always added about 20% to the time estimated by my team. Trying to steal some time? Not at all, I was making sure we respect the dead-line because out of my experience, this is how much time we actually needed. …
Have you ever had, in your leadership position, people who seemed to, not necessarily openly disobeying the rules, but rather staying in a gray area most of the time? I know I had, and it made me analyze and reflect on what makes people follow the rules or, on the contrary, disobey them. Every system …
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This week I had an interesting conversation with a senior executive about a situation many leaders silently struggle with: what happens when layoffs become necessary, but managers categorically refuse to carry them out? Layoffs are an emotionally charged topic—especially today. It’s easy to argue that some recent workforce reductions were avoidable, or that people should …
During my time as a manager, when committing for a delivery and a deadline, I always added about 20% to the time estimated by my team. Trying to steal some time? Not at all, I was making sure we respect the dead-line because out of my experience, this is how much time we actually needed. …
Have you ever had, in your leadership position, people who seemed to, not necessarily openly disobeying the rules, but rather staying in a gray area most of the time? I know I had, and it made me analyze and reflect on what makes people follow the rules or, on the contrary, disobey them. Every system …