For over a decade, I sat in boardrooms as a C-level executive specializing in distressed assets—diagnosing what was broken and turning companies around.

But something kept showing up that no spreadsheet could explain.

The companies weren't broken. The leaders were wounded.

Revenue problems, team dysfunction, growth plateaus—they all traced back to something unresolved in the person at the top.

So I developed the ability to see both: the business AND the energy beneath it.