My unbreakable work principles: How I work as an Executive Conflict Strategist

When a CEO calls me, it usually starts with a sentence like:

“I don’t know exactly what feels… is wrong, but something is off.”

“We tried everything, nothing worked...”

At 500+ employees, things get complex. You’re growing remarkably fast, but your culture starts to fray. Your communicators go quiet. You can see people avoiding various meetings. Projects lag. Energy is down. And no one is saying it out loud, but you can feel the tension.

That’s where I come in. As an executive conflict strategist, I don’t come with a script, a frame, or an off-the-shelf solution. I come with one purpose: to help you surface and resolve the tension no one is talking about, without adding more noise to the system.

Let me explain how I work and why it’s different from what you might be used to.

1. Every Conversation Is 100% Confidential.

You can’t solve what people won’t say out loud.

That’s why confidentiality is my first non-negotiable. Every conversation, whether it’s with you, your exec team, or the person three layers down, is completely confidential. No transcripts. No briefing summaries sent upstream. No names attached to insights.

This level of psychological safety is what allows people to tell the truth. Not the version they vetted with leadership. The truth that really matters.

2. Impartial. Always.

I don’t take sides. I’m not there to “fix” one person or “investigate” a team. My job is to hold space where every perspective gets heard equally without bias, rank, or agenda.

The way I interact with your COO, product lead, or a team member caught in the middle is the same. They all deserve the same level of honesty and respect; that’s the real start of resolution, and not determining who is right, but acknowledging the real.

3. No Scripts. No Forced Process.

If you’re expecting a 5-step model or a cookie-cutter workshop, I’m not your person.

Why? Because intricate human dynamics don’t fit in tidy frameworks. Every combat has a different temperature, history, and emotional undercurrent.

I do not step in with any presuppositions. First, I listen. I adapt. I read the room. I follow the tensions and engage with them in real time.

That is where the shift happens not in the slides, but in the impromptu conversations they didn't know they needed to have.

4. Independent from Any Department, Free from Internal Politics

I don’t report to HR. I don’t sit under Ops. I’m not part of a change management initiative.

I come in as a neutral, external, independent presence, untangled from your reporting lines and internal dynamics.

That independence gives me something your internal teams often can’t access: Real, unfiltered insight. And the ability to tell you the truth, without spin.

5. Human Before Strategy

I am, first and foremost, a human. When I encounter people, they are often at their most vulnerable and uncertain. Trust is low, tempers are high, or silence is the new coping strategy. My work is not to nudge people toward resolution, but rather to walk with them toward clarity.

When people feel heard, something shifts. This shift creates space for change, renewed connection, and decision-making.

Why CEOs Bring Me In

CEOs like you call me when:

• Culture is shifting, and you’re not sure how to protect what matters.

• Departments are siloed, and collaboration feels like pulling teeth.

• A conflict at the top is starting to ripple downward.

• People are disengaging, but no one will say why.

• You’re growing fast, and you want to prevent culture cracks before they deepen.

I don’t fix people. My role is to help people reconnect to each other, to their teams, and to their voice. I am there to make sure the conversations that need to happen, happen safely, clearly, and confidentially.

At the end of our partnership, you will know exactly what is happening in your company, which will allow you to identify and address root causes effectively and come up with successful solutions.