About · Systems lineage
From the logic of cells to the logic of leadership teams.
I came to executive advisory through science and engineering. That path shapes how I work: I look for the structure underneath the symptom, and I trust evidence over charisma.
Lineage
01
Molecular genetics
My first discipline. Genetics teaches you that complex outcomes come from small rules interacting at scale, and that the visible trait is rarely where the cause sits.
02
Chemical engineering
Engineering added process thinking: flows, feedback loops, bottlenecks and failure modes. I hold a doctorate, and I still look at an organisation the way an engineer looks at a plant.
03
European institutions
Both my parents worked for the EU institutions and I went to the European School in Brussels. I learned early that most conflict between capable people comes from different operating assumptions rather than bad intent.
04
Founder
Four years building MaterFly, which became Dana, a venture in women's mental health. I know the founder seat from the inside, including the parts nobody posts about.
05
IESE Business School
Research and teaching since a 2015 case study with Prof. Iñigo Gallo. Today I research neurodivergent founders and CEOs with Prof. Thomas Kluetter (IESE) and Prof. Nicolas Deuschel (IE Business School).
06
Executive advisory
Lead Partner at Kuma Partners. More than 100 founders and CEOs guided across Europe, in four working languages, from early scale-ups to established leadership teams.
The intersection
Neuroscience, organisations and governance.
Three lenses run through everything I do. Neuroscience explains what happens to judgement under pressure: why smart people narrow their options, defend positions and avoid the conversation that matters. Organisational behaviour explains how those individual patterns harden into team habits. Governance is where the fix usually lives, in who decides what, with which information and by when.
Most interventions stay in one lens. Coaching works on the individual and leaves the structure untouched. Consulting redesigns the structure and ignores the people who have to live in it. I work across all three, because the friction a CEO feels personally is usually the same friction the organisation produces structurally.
I keep the jargon out of the room. The measure of the work is simple: you decide better, faster and with less collateral damage than before.
Core foundation
What you can hold me to.
- 01Co-creation
- You know your company. I bring pattern recognition from many others. The answer is built together, and you own it.
- 02Courage
- I will say what others in the room cannot or will not. That includes the part of the problem that sits with you.
- 03Principled tension
- Some tensions should not be resolved quickly. I hold them open long enough for a better decision to emerge.
- 04Absolute integrity
- Confidentiality is total. I do not take work where my interests and yours could pull apart, and I say so when something is outside my competence.