I work with organisations where pressure, responsibility and expectations concentrate around a small number of critical roles.

My focus is not on individuals in isolation, but on how organisations structurally interpret performance,
distribute responsibility and absorb pressure over time.

I look at people the way I look at systems:
by observing patterns, dependencies and friction points
that quietly shape outcomes long before they become visible.

OIDA comes from Ancient Greek and means: I have seen, therefore I know.
It reflects my way of working: careful observation first, interpretation second, and only then deliberate action.

This perspective has informed strategic conversations,
internal analyses and published work
on why organisations often misread their most critical contributors.

My work typically takes place alongside executive teams and senior leaders, in contexts where clarity, continuity and discretion matter.