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Work with me

The work is
not advice-giving.

I work with founders and leadership teams at high-growth companies — helping them hold their thinking together when the pressure won't let up. The work draws on systems thinking, organizational learning, and somatic and contemplative practice in equal measure.

Who I work with

Founders carrying
decisions that
compound.

Typically people inside organizations moving faster than their structures can comfortably hold.

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01

Founder coaching

One-to-one work with founders carrying decisions whose consequences compound, inside organizations moving faster than their structures can comfortably hold.

The work is conversational, diagnostic, and deeply practical. I listen for patterns, contradictions, energy leaks, avoided conversations, and places where the system is asking for a different kind of leadership. Not advice-giving. Not generic motivation. The work is helping you see what is actually happening — and then translating that insight into action.

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02

Senior team alignment

Work with founding teams and senior leadership groups — turning a collection of high performers into a team that actually thinks together.

Widening the range of what a team can still consider under pressure. Keeping hard decisions open long enough to be made well. Building the conditions where a group keeps learning instead of narrowing. This is not a workshop. It is sustained work with the system.

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03

Organizational learning

Designing the conditions where learning is renewed rather than extracted — where people have room to err, recover, and grow without the system spending down their capacity.

Drawn directly from my doctoral research on Grace-Based Learning Architectures. The question is not how to train people harder, but how to build institutions that do not quietly burn through the adaptive capacity of the people inside them.

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04

Decision architecture

Designing the cadences, rituals, and decision flows that let the system run itself — so the company does not depend on your presence, your judgment, and your emotional labour.

Most decision problems are not information problems. They are attention problems — the quality of attention in the room, the range of hypotheses a team can still hold, whether a hard decision can stay open long enough to be made well or collapses into a single cause because everyone is depleted.

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How the work is grounded

Three traditions.
In equal measure.

01

Systems thinking

The work draws on the lineage of Meadows, Senge, and Forrester — and on Naina's training as a Master Practitioner at the MIT Center for Systems Awareness.

The lineage
02

Organizational learning

Argyris and Schön, Weick, Edmondson — and the question of what lets teams keep learning under load, rather than narrowing into single-cause explanations.

The lineage
03

Somatic practice

The body's regulation as a real input to the mind's range. Not as metaphor. The quality of attention in a room is a physical phenomenon before it is a cultural one.

The lineage
The research

The coaching is the field.
The research is the lens.

Naina's doctoral research develops two original constructs — Adaptive Regulatory Shelf Life (ARSL) and Grace-Based Learning Architectures (GBLA) — that sit at the core of this work.

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