About Me

Why Industrial and Organizational Psychology?

My career as a psychologist began at PPR in 2008—the municipal service that supports the well-being of children and young people in schools and institutions. I thought this was where I could make the biggest difference. I was able to do that, but not in the way I had imagined.

It didn’t take me long to realize that the children’s well-being depended on something far greater than just the adults closest to them. It was shaped by the collaboration among colleagues, the clarity of leadership, the workplace culture, and the external demands that were rarely spoken of openly.

Nevertheless, action plans were developed centrally and rolled out from the top down. Everyone pointed to the next person in the chain, and when things didn’t move forward, the explanation was almost always: “They’re not doing what they’re supposed to.”

There was a lot of focus on the goal, but far too little on the strategy for getting there. Rarely was the question asked: Do employees even have what it takes to accomplish the task? Do we have the organizational culture and leadership skills needed to organize, lead, and support our employees? And do employees throughout the organization believe that their efforts will make a difference?

A teacher who seems unengaged rarely lacks enthusiasm—but may lack support, time, or the belief that they’re making a difference. A student who seems unmotivated is often, in reality, insecure.

That was when I made a decision: I could either just do what I was formally responsible for, or I could do what would actually make a difference. I chose the latter.

I began to shift my focus. This involved management consultations regarding resistance from parents and staff. It also involved supervision that focused on the staff members’ feelings of powerlessness—rather than just looking at the child and the practical measures.

That was when my curiosity about organizational psychology was truly piqued. I saw inefficient structures and processes that drained people’s energy and caused frustration without bringing us any closer to our goal. I knew what the problem was, but I lacked the vocabulary, the tools, and the deeper understanding of how to actually bring about change and build strong organizations.

From PPR to the classroom in London

I took a leave of absence in 2014 to pursue a full-time MSc in Strategic HRM and Organizational Analysis at King’s College London. In addition to spending a year in London, the experience gave me the words to describe what I had already sensed: that performance and well-being cannot be separated from the organization you’re part of—and that leadership is crucial to creating a psychologically safe and high-performing workplace. Psychological safety is not a vague concept. It is an absolute prerequisite for people to even dare, want, and be able to contribute to the goal.

After that, I worked as a management consultant, and today I run my own practice as an independent occupational psychologist. The most important lesson I learned from that journey is that the challenges I saw at PPR are not unique. They are a fundamental reality in many modern workplaces—both in the private and public sectors.

In a busy workday focused on KPIs and quick decisions, we easily end up talking only to those who hold the visible, formal authority. We forget those who wield the invisible, informal power within the organization.

But the truth is that you can’t force people to change—at least not in a way that has a real impact. If a change is to succeed, we must not only involve those who are formally important. We must find and engage the people who are absolutely crucial to ensuring that the strategy is actually put into practice. When the pressure mounts, we often forget to design the processes that ensure exactly that.

Through my many one-on-one sessions with hundreds of talented professionals, employees, and leaders, I’ve noticed a clear common thread: They perform, they deliver, and they take on enormous responsibility—but it drains them. They simply don’t feel that the results match the energy and time they put into their work.

It's about performance—not just a healthy work-life balance.

People who take on too much responsibility—I know them well, both professionally and personally. I have deep respect for their drive, their desire to make a difference, and their wish to contribute positively to communities and relationships.

My passion is to help them gain the influence that matches the great responsibility they bear. Because that is the only way we can change the system—instead of them bearing the responsibility while others hold the power.

My work, therefore, is about much more than just well-being. It’s about enabling you to stand strong in your role—both professionally and personally—with complete clarity about what is your responsibility, what is absolutely not, and what you truly want deep down.

More responsibility must be accompanied by more influence. Otherwise, you’ll burn out while the system remains the same.

No one benefits when you sacrifice yourself. But everyone benefits when you take responsibility only for what is actually yours—and, in the long run, your workplace as well.