I’ve spent my career teaching, training, and leading organizational change across corporate teams in South Korea, higher education, and safety‑critical transportation systems—including work on both the FAA regulatory side and the public‑transportation operator side. Whether I’m coaching middle‑school debaters, facilitating national aviation safety workshops, or helping a leadership team navigate a complex culture challenge, my role is the same: creating the conditions for honest conversation, shared understanding, and better decisions.

My work sits at the intersection of human psychology, leadership behavior, employee voice, and system design—the elements that create (or quietly erode) safety culture. I’ve seen firsthand that outcomes in high‑risk environments are shaped not by paperwork or compliance modules, but by how leaders respond in moments that matter, how people decide whether it’s safe to speak up, and how systems reinforce—or undermine—the behaviors organizations say they want.

I help organizations untangle that complexity so they can see the system clearly, make sense of what’s really happening, and take intentional action that improves safety and performance for the people inside the organization and the people they serve.

I hold two bachelor’s degrees from Boston University and a Master of Public Administration from American University’s Executive Leadership Program. I’m based in Washington, DC—and when I’m not working, you’ll usually find me on my back deck with an iced coffee and a fantasy novel.