Even with a background in organizational management, I often felt powerless to help the people around me when these changes happened. They were told to keep their heads down and keep working, when what everyone really needed was to talk. People buried their frustrations and anger until they finally left the company.

Then change hit close to home, as my department went through a leadership change and we lost 40% of our team overnight. My responsibilities were unclear for months as our new leader “figured out” our new strategy. All of us felt scared for our jobs, helpless about the situation and frustrated we didn’t seem to have a plan or a voice.

I was shocked to realize that, in a department of 300 Human Resources and Talent & Development people, not one of them was an expert in change management. We had experts in every facet of HR, but we couldn’t counsel our leaders on the people side of change, which is the one thing you have to get right. You can have a fantastic project plan but, if your people feel like they’ve been dragged through the mud, your plan has already failed.

So, when change came knocking on my door, I decided to become that change management expert for the department. I decided to make a difference, not just for my internal clients and senior leaders, but for my peers.

I sought out opportunities to practice proven techniques and speak about the people side of change. I offered workshops on the importance of empathy, the power of a growth mindset, and the bravery of holding open conversations. I soon became known as the go-to person for change and leadership – and, before I knew it, I was primarily working with senior leaders as they struggled to get people’s hearts and minds through change.

I care about giving people the power to have a voice in what might feel like a helpless situation. I am committed to working with senior leaders who care about their people, who are willing to be vulnerable and open to discovering the best solutions. And my clients feel empowered once they have the tools and confidence to make a real difference with their teams, instead of letting them suffer in silence.