Psychological depth.
Strategic clarity.

I diagnose the psychology
underneath your strategy

I work with boards, founders, and leadership teams who can feel something is off long before it shows up in the metrics. My role is to surface what is actually driving behaviour, including the blind spots, power dynamics, and decision habits that quietly shape every planning cycle, offsite, and high-stakes meeting.

With over two decades of experience across corporates, scale-ups, purpose-driven organisations, and complex systems, I have built a practice at a rare intersection where clinical training, behavioural economics, and real-world strategic advisory meet in ways that most practitioners keep separate.

Neuropsychology background

Before moving into organisational strategy, I trained and practised as a neuropsychologist, assessing and rehabilitating individuals with acquired brain injuries, cognitive disorders, and complex neurological presentations. I founded Brain Health South Africa, a specialist neuropsychology practice, and worked clinically at Sandton Mediclinic and Sunninghill Hospital for nearly a decade.

This clinical foundation is not incidental to my current work. It is foundational to it. Understanding how the brain processes threat, uncertainty, loss, and social belonging is what allows me to read organisations the way a clinician reads a patient, recognising where attention narrows, where reasoning becomes rigid, and where emotion has quietly taken over from judgement long before anyone has named it.

My approach

I am not a coach and not a generic consultant. I am a strategic partner with psychological depth, drawing on behavioural science, neuroeconomics, and clinical training to help you fix your strategy by fixing your thinking. That means decisions become sharper, execution becomes cleaner, and growth becomes more sustainable without eroding the trust, judgement, or the fundamentally human core of your organisation.

In an age of accelerating AI adoption, I also help organisations integrate intelligent systems in ways that preserve what matters most. Technology changes the tools but it does not change the psychology of the people using them, and that is where most AI adoption goes quietly wrong.

Academic & research background

My doctoral research at the UCT Graduate School of Business, currently under examination, explores managerial decision-making under Knightian uncertainty, using a neuroeconomic framework that integrates bounded rationality, prospect theory, and the somatic marker hypothesis. My empirical work employed the Iowa Gambling Task to study experience-based, feedback-driven decision strategies among managers in turbulent emerging market environments.

This research sits at the intersection of brain sciences, entrepreneurship theory, and organisational behaviour, exploring how uncertainty, heuristics, and cognitive load shape leadership decisions in ways that conventional management theory tends to underestimate.

Board & advisory roles

I serve on multiple boards and impact committees across Africa, bringing a behavioural lens to governance, succession, and strategic risk. My board work spans financial services, healthcare, and impact investing sectors.

Sectors & contexts

My work spans impact investing, healthcare, financial services, education, and high-growth organisations across Southern and West Africa. I am equally at home facilitating a board strategy day and presenting research at an academic conference, because I believe rigorous thinking and practical wisdom belong in the same room.