Over the past decade I have worked at the heart of complex international organisations across three countries, three languages and three completely different professional cultures. And in each one I found myself doing the same thing. Building capacity for the leaders around me so they could focus on what only they could do. My path was not linear. I started in international business, moved into operational excellence at Novartis in Austria where I led improvement projects, then stepped into executive support and strategic counsel at Microsoft and the IFRS Foundation in Frankfurt.  At the IFRS Foundation I worked directly beside the Chair of the International Sustainability Standards Board — one of the most globally significant financial governance bodies — keeping priorities clear, managing complex international stakeholder relationships and making sure nothing critical fell through the cracks. That role confirmed something I had already learned across every organisation I had worked in. The difference between a good strategy and a good outcome is almost always about execution, clarity and trust. Not more planning. Not better frameworks. Just someone who sees the full picture, connects the dots and builds the capacity for leaders to do what they do best. That is what I have always done and it is exactly what I built The Vantage Practice around.  Alongside my work with leaders and organizations, I created Vantage Women for those who have an idea, a vision, or a calling they want to pursue but are not sure how to move it forward. Supporting women as they turn meaningful ideas into action is something I care deeply about. I help them gain clarity, create a plan, and take meaningful action.