I'm a freelance consultant who works on HR projects. I'm hired first as a project manager: the person who takes a high-stakes people initiative and gets it delivered, with the organisation actually behind it by the end. Communications is one of the sharpest tools I bring to that work, not a separate service running alongside it.

My career has been shaped by two things: a willingness to step into complexity and a deep curiosity about how organisations communicate. I started out at an international communications agency in Berlin, running large-scale campaigns for the European Commission across multiple markets, languages, and cultural contexts. That's where I learned to take genuinely complex ideas and make them land clearly, for diverse audiences, under real time pressure. This is a skill I now put to work inside every project I run, rather than treating it as its own end.

Some projects I take on are hardest on the project management side: tight, overlapping timelines, unclear ownership, the logistics of getting a dozen moving parts to converge. Others are hardest on the communications side, where the real challenge isn't the plan, it's getting people to actually think or behave differently as a result of it. Most of my work asks for both at once and that combination is where I do my best work.

That range - running the structure and timelines of a project while also carrying the communications work that makes people genuinely adopt it - is what I bring to organizations. This delivers impact that's still felt by my clients long after I leave.