About
I've worked on both sides of AI at work: the human side and the technical side. I spent the first part of my career writing software, the next twenty years developing leaders, most recently at an AI company, where I also helped people adopt AI. Now I help People teams do the same.
I started as a software developer, building interactive applications for some of the biggest names in tech, including the first adaptive streaming player for a major streaming service. I was promoted into management, went looking for how to be good at it, and met a coach who changed how I saw the work. I trained as a coach while still writing code, and coaching won.
My first coaching client was a large technology company's engineering team, which hired me because I spoke their language. From there I led leadership development at three technology companies: a global professional network, a fast-growing financial technology company, and a revenue platform whose product is AI. I hold the ICF's Professional Certified Coach credential (since 2010) and have taught on the Co-Active Training Institute's faculty since 2007.
Today I build AI agents every day. The system that runs my practice handles research, learning design, and relationship intelligence. I build my own tools because I think building is now the most important skill a People team can learn.
I built a leadership program that reached 80% of a company's managers, with a satisfaction score of 96 on the flagship course. I've since written AI fluency curricula for eight HR audiences, from HR business partners to talent acquisition to the CPO.
Managers were already asking generic AI tools about pay conversations, and getting answers that cited ratings the company didn't use and pay ranges it never offered. I built a company-grounded coach instead: it prepares the manager, role-plays the pushback, flags bias in their draft, and never writes the review. It rolled out globally, including in Hebrew.
I had no mandate for AI, so I built adoption by influence. I worked with IT to get tools approved, and supported hackathons and a council to find out who was already experimenting and leading the way in those early days. One leadership team I coached built a small tool to share their weekly priorities. It grew into their goal-setting system, and other leadership teams adopted it.
Before AI, I designed a company's first performance system from nothing. It ran on one question and a real conversation, reached 90% manager participation, and survived four years of growth.
Small, hands-on, close to the work. I would rather build the tool with your team than hand you a deck about it.
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