How I work, and what you can expect.
I work at the intersection of peace education, human rights, MHPSS‑informed psychosocial support, mediation, feminist leadership, and organisational insight from years inside NGOs. These fields may seem separate, but in practice they meet in one place:
how people relate to themselves, to each other, and to the systems they shape.
Corelab brings these dimensions together in a grounded, human‑centred way to navigate stress, conflict, and change in social‑impact contexts.
1. Change begins within: clarity, regulation, self-leadership.
Before teams or systems can shift, people need space to reflect, regulate, and reconnect with what matters. In peace and conflict work, we say “the quality of our presence shapes the quality of outcomes” – and this is even more true when we work with trauma, injustice, or crisis every day.
This is why I integrate: reflective practices, embodied awareness, values‑based decision‑making, and gentle but honest inquiry. My work at the Within level is informed by principles of Mental Health and Psychosocial Support (MHPSS) and Psychological First Aid (PFA): recognising distress early, responding with care, and building everyday practices that support psychosocial wellbeing – without entering the realm of diagnosis or clinical treatment. I support people to slow down enough to hear themselves – and to speed up again with direction and inner stability.
2. Change happens with others: dialogue, care, accountability.
Most challenges in organisations are not technical, but relational. The way we speak, listen, and interpret each other determines whether we collaborate or collapse. Real transformation happens when relationships become safe, honest, and structured enough for people to bring their whole selves – including their histories, identities, and vulnerabilities – into the work.
My approach brings together intercultural communication, trauma‑aware facilitation, conflict transformation, and non‑violent communication. I pay close attention to how power, roles, and lived experience (for example of migration, gender‑based violence, or marginalisation) shape behaviour and conflict. Alongside these tools, I integrate the values of new work and feminist leadership, which shape how I build collaborative spaces:
- Care is structural, not an afterthought – it enables clarity, reduces fear, and anchors accountability.
- Power is acknowledged, not ignored – we look at who speaks, who holds influence, whose experience is centred, and who is not in the room.
- Transparency replaces guessing – clear roles, expectations, and decision‑making protect relationships.
- Equity guides collaboration – questions like “Who has access? Who has voice? Whose labour is invisible? Whose wellbeing is assumed?” help teams work in ways that honour dignity and fairness.
When care, equity, clarity, and accountability come together, teams can move from defensiveness to creativity, from silos to shared ownership. The result is an environment where diverse voices can show up, tension is handled with dignity, and people co‑create solutions that none of them could reach alone.
3. Change grows into the world: structures, culture, and strategy.
Human‑centred work is not only emotional or interpersonal – it is also structural. People can only thrive when the systems around them support clarity, fairness, and meaningful action. This is why I work with both the visible elements of an organisation (roles, processes, strategies) and the invisible ones (norms, assumptions, power dynamics, emotional climates).
Many organisations have strong missions but weak internal practices: unclear decision‑making, undefined boundaries, shifting expectations, and emotional labour falling disproportionately on certain people – often women, migrants, or those in less visible roles. I help teams redesign structures so they reflect their values in practice: transparent decision processes, clear responsibilities and communication lines, healthy boundaries and sustainable workloads, rhythms of reflection and learning, and working agreements that balance flexibility and accountability.
Culture is not a poster on the wall – it is behaviour. Feminist leadership and new‑work principles remind us that culture must be collaboratively built rather than imposed from above: acknowledging how power operates in meetings and decisions, inviting multiple perspectives into planning, making emotional labour visible, and celebrating relational competence as much as technical expertise. Strategy becomes meaningful when people can see themselves in it, understand it, and feel empowered to shape it – when vision is translated into rituals, meetings, routines, and learning processes in everyday work.
Bringing it together
In my work, structural clarity, cultural wellbeing, and strategic direction are never separate. When they reinforce each other, organisations become places where people can do meaningful work without losing their values or burning out. Whether we collaborate in a team retreat, a conflict‑sensitive change process, a learning programme, or one‑to‑one coaching, my aim is to help you build systems and relationships that are effective, ethical, and human.
Every collaboration begins with curiosity and empathy, and grows through a mix of honest reflection, structured processes, and creative learning formats.
How I work
My facilitation style is:
- Trauma‑aware and inclusive – balancing care and accountability.
- Participatory and reflective – everyone’s perspective matters.
- Systemic and practical – linking vision to everyday action.
- Intercultural, intersectional and feminist – recognising power, context, and lived experience.
- Calm and grounded – creating space for clarity, not overwhelm.
Whether we work at the Within, With, or World level, the core intention is the same: to align values, relationships, and structures so that social‑change work becomes more humane, sustainable, and true to the principles of human rights, gender justice, and peace.