Pattern recognition, built over 16 countries

I play Call of Duty with my husband to wake up in the morning. It's more effective than coffee.

I'm a book lover. The Culture Map by Erin Meyer influences how I work — essential reading for anyone trying to understand why a meeting in Tokyo feels nothing like a meeting in London. For fiction, give me food, crime, and art — the Louise Penny series somehow contains all three.

I'm creative and deeply visual — I love street art as much as a well put together slide deck.

And yes, the consultancy is named after Félicette — the cat who flew to space in 1963. Curiosity and exploration. That's the thread that runs through everything I do.

If clients had to pick three words: orchestrator, data-driven, and candid.

I bring pace to slow meetings. I remove friction when things are stuck. I help problem-solve when everyone else has been circling the same conversation for weeks. And I don't advise from afar — I'm in the detail, supporting the implementation, and ensuring what I embed actually works after I leave.

I think out loud. You'll hear early ideas from me, not finished answers. That's not indecision — it's how I process. Push back and we'll get there faster. I'd rather share something at 70% and refine it with you than disappear for a week and present something polished that misses the point.

One thing people notice quickly is how fast I build relationships. I connect with people across functions and levels, and that lets me see the full picture — the risks, gaps, and opportunities that sit between silos — faster than most.

For quick questions — email or Slack. Don't book a meeting for something you could type in two sentences.

For bigger topics — send me a pre-read at least 24 hours in advance and then let's have a call. I'm happy to hear a new topic raised in a meeting, but if it needs a strategic response I may need to go away and think it through properly. I'd rather give you an accurate answer than a fast one.

When it comes to decision-making and stakeholder management, I speak to individuals ahead of a group meeting to surface positions and work through alignment before the room comes together. Nobody should be shocked in a meeting. I expect the same respect from others.

Outside of turning an active Slack discussion into a call, do not call me without a calendar invite. I prefer video calls — I want to see your face and you to see mine.

I flex my working hours to meet client needs and my own. You might receive an email from me at 6am or 11pm. I do not expect a response at those times.

Give me a clear scope and help me understand why the work matters — although sometimes the “why” isn't fully formed yet, and that's fine. Helping you articulate it is often where the real work begins.

I'm a self-starter and can hit the ground running, but I need conversations with relevant stakeholders and enough trust to ask the questions that matter — even the uncomfortable ones.

Don't over-specify the solution. You're hiring me for my judgement, not to execute a plan you've already written. Tell me where it hurts and let me diagnose.

And don't be surprised if I spot other challenges I can support you with. That's not scope creep. That's connective intelligence — I see patterns across silos that others experience separately, and I'd rather flag something early than watch it become a problem.

Chemistry. Mutual respect. An exciting purpose or an energised culture.

I need to feel the fit works both ways. Be clear about what you want, but be open to what you might need. They're often different things.

I'll say no when you can't articulate the problem — although if you sense there's a problem but can't quite pin it down, that's different. I can help you get there. But if you genuinely don't know why you're reaching out, we're not ready yet.

I'll say no when you want a consultant to validate decisions you've already made rather than genuinely evaluate options. I'm not here to provide a rubber stamp.

I'll say no — or more often “not right now” — when the timing isn't right. Sometimes a business needs to resolve something else first. I'd rather tell you that honestly than take your money for work that won't stick.

And I'll say no to toxic work environments — an always-on mentality that burns people out, micromanagement that suffocates the teams I'm trying to help, or leadership behaviour that destabilises the wider organisation. If the culture is causing the problem, no amount of prioritisation frameworks will fix it.

A leadership team that says prioritisation matters on Monday and overrides every decision by Thursday. That's not a reason to walk away — that's exactly the behaviour I work with leadership teams to fix. The inability to hold the line, the default to yes, the avoidance of trade-off conversations — this is the work. If you're struggling with this, you're not a bad fit. You're the reason I do what I do.

Direct. 1:1. Written or verbal — equally happy with either. Team settings are fine too, provided it's done respectfully.

I always want to improve and that's only possible with honest feedback. Don't be subtle — just be straight with me. If it's too gentle I'll miss it, and that doesn't serve either of us.