I help people either bring ideas into this world or take existing ideas to the next level.
I am often supporting groups who need to align and act together but do not have enough shared language or incentives to find flow: a corporate team and the creative agency it hired, a government and the developers it wants to work with, a leadership team and the people who report to them.
So a lot of what I do is orientation, and getting your bearings in what is already there, before any technology gets layered on top. I work with technology, with bodies, and with teams and leaders to help them get organized around a mission. In collaboration with them, I build systems that leave space for more time spent on strategic thinking, creative risk, and deep work that provides fulfillment to teams. This often includes AI, though rarely where you would expect it.


I curate educational programs and produce the events and films around them. Most of my attention goes to who is in the room and what question is worth gathering them around. Sometimes what comes out is a decision or a policy brief, and sometimes it is the meeting of two people who will build the next revolutionary idea. I am curious about what builds trust, how resources move, and how attention is held. Over the last three years with Funding the Commons, where I am a partner, I have organized eight conferences, in San Francisco, Tokyo, Buenos Aires, Bangkok and Berlin, and hackathons and builder residencies from Chiang Mai to Bhutan. They bring governments, academics, funders and builders into the same room to decide where policy and money go. Along the way I have run private dinners, and produced more than fifty films and interviews with ministers, economists, and builders on digital public infrastructure, public goods funding, and the open source movement.
I spent the first part of my career in New York leading cross-functional teams at the largest beauty company in the world, launching brands, products, and campaigns, then co-founded a creative agency and sat on that side of the table too. I am something of a fixer. I come in when a team is stuck, and I bring a business mind and an outside eye to how the market sees you, where responsibility actually sits, and where the energy has gone. We start with what you already have in place and the goals and values behind it, and only then choose the tools: a stack that fits those choices. It may include decentralized technologies or assistive intelligence, and it may not. The core of it is capacity building, enough literacy with these tools that you can decide for yourselves what you use, and how.


I open every engagement with two questions: what do you want to build next, and why haven’t you started yet? For eight years I have done this one on one, alongside everything else I do. I cherish these encounters, and I am always amazed at the projects that land in my inbox.
A lot of it is clearing out. Some of my clients joke that I am the Marie Kondo of their digital existence. We go through it together and ask of each thing whether it still feeds the work, or whether it has gone stale. Sometimes the foundations need adjusting before anything can grow. Most people spend far more of their day at the computer than in thought, and their best effort and creative juice go with it. Part of it is learning the cycles of making: when to push, and when to let it come. AI is part of that when you want it, and never when you don’t.
Through all of it I walk alongside you as a thought partner, with the candid feedback nobody gives you anymore once you are the one in charge. Ninety minutes on Zoom. Three sessions minimum, prepaid, at €350 a session.
This is the invitation I most like to make. La Maison de la Chapelle is an eleventh-century monastery in Provence, and it is where I create. We spend most of the day outside. We swim in the river, walk to the market, and eat what is in season and grown nearby, with eggs from the chickens. Once a week people from around here come for the outdoor movement class I teach, and you join us. There are extraordinary bodyworkers nearby, and I bring them in.
We share screens on the projector when we are inside your systems, and much of the rest gets done while moving, which is how I think best and the reason I offer this. A few days is enough to take the whole setup apart on one table, put it back in order, and leave with the next stage clear.
“She has a strategic, organisational, and deeply human vision that let me unblock patterns, sharpen my business vision, and put tools in place day to day.”« Elle possède une vision stratégique, organisationnelle et profondément humaine qui m’a permis de débloquer des schémas, affiner ma vision business et de mettre en place des outils au quotidien. »Maelle, after her stay at La Maison, spring 2026
An art institution, with a community of artists and a collection of the work they make here in Provence.






Most technology is built to take your attention. I design systems that give it back.

I have spent most of my life nerding out on something, and a lot of that has been learning to pace my own study, and to accept that it is intellectual and experiential at once. What we do together runs the same way. We start with how you respond, because the ability to respond is what everything else depends on. Then we pace it: some things only happen in time, so I work in cycles and seasons, in the business and in the body.
I read a body and a face as closely as I read a plan, because they say a lot about how someone might organize themselves, and I will tell you what I see. Judgment and leadership live in a body, and so does responsibility.
A lot of my practice takes place in real time. We let a topic emerge and hack away at it together. When it is a specific technical problem or a workflow, much of it is modeling. You watch me wrestle with it: what I ask, what I keep, what I throw away. Then you do the same on your own material. I push back, and I want you to push back. What you get is a collaborator with no stake in the answer, who has seen frameworks come and go and can tell you which part of yours is load-bearing.
Years of teaching add up to hundreds of people, in their bodies and in their businesses. I have had the privilege of extraordinary teachers, and underneath the subjects they taught me how to learn and how to teach. There is no shortcut through what has to be lived, and that came from them too.
The way we work is changing faster than our ability to coordinate with one another, and there are fewer and fewer role models for what it looks like to enjoy and to take responsibility for your own systems and habits around work. The corporate world has tangled up our understanding of what productive time at a keyboard even is.
Yes, there is an element of automation in what I build, but it does not belong where you expect it. It is there to push on blind spots, and to hold up the parts of a business that get quietly avoided. Accounting, anyone?
These tools hand people the promise of capacity, and most of them are engineered the way social media feeds were engineered. Used with care they expand how you think, and they take on the tracking and the execution that drains a small team.
There are real questions underneath this, and they are alive for me every day in the Funding the Commons community: what happens to human agency, what happens to human welfare, and what the accumulation of wealth and power in this race is doing to both.
I have chosen to dive in, understand it as well as I can, and stay in the conversation. Brilliant people are organizing around these questions, and I would rather stay close to them than be seduced by the simplicity of sitting the whole thing out.
Everything I know about staying present and in charge is what I bring when I teach these tools. I believe they can be hacked to empower us, and that it is in our interest for independent thinkers, builders, and communities to have them in their hands, in a world this loud and this shiny where almost no one is training their attention.
For most of my adult life I kept brands, companies, and innovation on one side and the study of the body on the other. I don’t anymore.

Fourteen years across brand, go-to-market, and creative production at L’Oréal Luxe, Chanel, and LVMH. As Global Marketing Director for Kiehl’s I developed products and campaigns for a €1B brand. That is where I learned how complex global organizations run, and how corporate culture both nurtures and kills good ideas. I managed dozens of agencies in those years, then co-founded one, Whooden/Studios. Since then I have advised and taught across twenty-plus organizations, from leaders at PayPal, Adidas, and Campbell’s to government capacity-building programs. In 2023 I co-founded La Maison de la Chapelle.
I am a partner at Funding the Commons, which gathers researchers, builders, policymakers, and funders around funding, governance, and coordination. I hold its seat on the UNDP Blockchain Advisory Group. From there I am co-founding Commons Lab, a Protocol Labs-backed incubator for open-source digital public infrastructure, where I sit on the board and lead partnerships, narrative, and brand. The question underneath is old and unresolved: how do communities care for shared resources when the incentives around them reward extraction?
I studied political science at the University of Chicago and Sciences Po, then took a master’s in law. What held me there was how trust networks emerge, and the tipping point of revolutions: how a few people come to trust each other enough that a system changes. This is still alive in most of what I do today.
I have practiced yoga since 2002 and taught for more than a decade. I grew up in a home where breath, beauty, and movement were revered, and where my father passed on what he knew of Eastern philosophy and traditional Chinese medicine. Soon after I started teaching I found Katonah Yoga®, a practice built on sacred geometry and Taoist thought, tuned to the seasons, that folds the body like origami and speaks in metaphor. It felt like leaving the yoga world, and it was joyful, because it was so pragmatic. My teacher Abbie Galvin once told a room that we do not open our hearts, because the heart is a pump and you do not open a pump. It was refreshing to look at a backbend as simply as “bringing the lungs to the front.” The simplicity was jarring, and it opened a great deal up. The rooms were more diverse than any I had taught in, every age in them, and teaching it gives me more joy than almost anything.
Katonah Yoga® gave me another image I have kept: the body as a house, not a temple. You live in it, you throw parties and make a mess, and then you take deep care putting everything back in its place. Leaving the vegan yoga-pants world for a broader range of experience, meat included, was liberating, and what made it safe was knowing how to come back. I also started surfing seriously in the same years, while living in New York. I would get up at four in the morning to be in the water at first light and at my desk in Hudson Yards on time. A lot shifted then: I took more risks and watched my own system consolidate.
Motherhood is another viewpoint from which I teach, and it changed both my body and the systems that run my life, work, and creative pursuits. After my first child was born I put my body back together learning Qi Gong from Dr. Te-Hsin Lo. I also studied breathwork with David Elliott, and these last years my study has moved to somatic work and the nervous system with Kimberly Ann Johnson.
Every body of work is carried by more than one system: the person’s body, the habits and structures built around the work, and the mycelial network of teachers, friends, and students it sits inside. I look at all of it when I meet someone, including what they carry outside the work.

Women are often caretakers on top of everything else, and that can drain the work or feed it, depending on how things are arranged. I am a mother before anything else, and I cannot think of a tougher leadership role: it is the one you can never pause or hide from, whatever else is happening in your life. Mothers are incredible weavers of systems, and there is nothing I love more than working with them, and with the people who support them.
Giving time and attention back to someone carrying that much does not stop with her. It reaches the people around her, and the ones watching learn how it is done. If you are a mother, or you run something that supports mothers, I keep free office hours twice a month.
Tell me a little about yourself and how I might be able to support you.

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Based in Provence. Often in Paris, San Francisco, and New York. I work in French and English.