Power. Perception. Trust.

I started my career studying Shakespeare, driven by a fascination with how language shapes power. Who holds it, who seeks it, and who risks losing it. While I didn’t pursue academia, I did make my way into corporate leadership, where Shakespeare’s depiction of what shapes power plays out in real time. And just like in Shakespeare’s plays, the most powerful players aren’t always the loudest — they are those who control the narrative.

Reputation isn’t just perception — it’s influence. It’s leverage. And it’s trust, the currency that determines who leads and who gets left behind.

That obsession with the dynamic between power and perception led me to world-class global communications firms, where I helped industry leaders protect and elevate their reputation. From Madison Avenue to Wall Street, I’ve worked with some of the world’s most recognized companies through their most defining moments: taking brands public, managing high-stakes crises, and helping leaders communicate through disruption. I’ve advised executives facing activist investors, geopolitical uncertainty, and shifting workforce expectations. In every case, the difference between stagnation and leadership is trust.

Much like high-altitude hiking, a personal passion of mine, corporate leadership isn’t just about reaching the summit. It’s really about navigating the terrain, managing the risks, and making sure the entire team makes it up and down ... home safely. 

The leaders and the companies that succeed aren’t just the boldest — they’re the ones who understand when to push forward, when to pivot, and when to reinforce their foundation.

Shakespeare wrote, "To climb steep hills requires a slow pace at first." (Henry VIII 1.1.131). In business, as in life, reputation is built over time, tested under pressure, and ultimately determines who reaches the next peak — and who doesn’t.