How I work, and what you can expect.
I work at the intersection of peace education, mediation, feminist leadership, and organisational development.
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 into a grounded, human-centred way of navigating change.
My approach rests on three principles:
1. Change begins within: clarity, presence, 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.”
This is why I integrate:
- reflective practices,
- embodied awareness,
- values-based decision-making,
- and gentle but honest inquiry.
I support people to slow down enough to hear themselves — and speed up again with direction.
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 into the work.
My approach brings together:
- intercultural communication — recognising different worldviews, lived realities, and ways of expressing meaning,
- trauma-aware facilitation — understanding how safety, regulation, and emotional landscapes shape behaviour,
- conflict transformation methods — moving beyond “who is right” toward “what is possible,”
- non-violent communication principles — strengthening empathy, clarity, and mutual understanding.
Alongside these tools, I integrate the values of new work and feminist leadership, which shape how I build collaborative spaces:
Care is the foundation, not an afterthought.
People work better when they feel safe, respected, and seen — and this is not “soft,” it’s structural.
Care enables clarity, reduces fear, and anchors accountability.
Power is acknowledged, not ignored.
Instead of pretending hierarchy doesn’t exist, we talk about it openly.
We look at who speaks, who holds influence, whose experience is centred, and who is not in the room.
This creates cultures where inclusion is practiced, not proclaimed.
Transparency replaces guessing.
Clear roles, expectations, and decision-making processes reduce hidden tensions and protect relationships.
Transparency is a form of respect.
Equity guides collaboration.
Feminist leadership asks:
Who has access? Who has voice? Whose labour is invisible? Whose wellbeing is assumed?
These questions help teams work in ways that honour dignity and fairness.
Feedback becomes a tool for connection, not fear.
We shift from defensive communication to learning-based communication.
Teams practice giving and receiving feedback that strengthens relationships rather than damages them.
Collective intelligence becomes possible.
When care, equity, clarity, and accountability come together, groups 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 can 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).
Structures should support values, not contradict them.
Many organisations have strong missions but weak internal practices.
Decision-making is unclear, boundaries are undefined, expectations shift, and the burden of emotional labour falls disproportionately on certain people — often women, migrants, or anyone holding less visible forms of work.
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
- working agreements that balance flexibility and accountability
When structure aligns with values, people feel grounded. When it doesn’t, burnout and frustration follow.
Culture is not a poster on the wall — it is behaviour.
Culture emerges from everyday actions: how we talk, what we prioritise, what we avoid, how we handle conflict, and whose well-being matters.
Feminist leadership and new work principles remind us that culture must be collaboratively built rather than imposed from above.
This means:
- acknowledging how power operates in meetings and decisions
- inviting multiple perspectives into planning
- ensuring emotional labour is not invisible or one-sided
- practicing trust, transparency, and shared responsibility
- celebrating relational competence as much as technical expertise
Healthy culture is not “nice”.
Healthy culture is clear, fair, and brave.
Strategy becomes meaningful when people can see themselves in it.
Strategies fail not because they are wrong, but because people don’t understand them, don’t feel ownership, or don’t see how they connect to daily work.
That’s why I link strategic ideas to concrete, doable practices — turning vision into rituals, meetings, routines, and relationships.
Through facilitation and organisational development, we explore:
- what needs to change and what must stay stable
- where misalignment drains energy
- how to create momentum without overwhelming people
- how to embed care and clarity into planning cycles
- how to build learning cultures that can adapt over time
Strategy becomes alive when people know how to act on it — and feel empowered to shape it.
Bringing it together
In my work, structural clarity, cultural well-being, 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 change process, or a long-term development project, my aim is to help you build systems that are effective, ethical, and human.
How I work
Every collaboration begins with curiosity and empathy, and grows through a mix of honest reflection, structured processes, and creative learning formats.
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 and feminist — recognising power, context, and lived experience.
- Calm and grounded — creating space for clarity, not overwhelm.
Whether we work one-to-one, in teams, or across organisations, my aim is to help you align values, relationships, and structures so your work becomes not only effective — but also humane, meaningful, and sustainable.