Consulting
I bring together psychology, executive leadership, and systems experience to help organizations create conditions where talented people can do excellent work sustainably.
Organizations have real goals, standards, budgets, and obligations. People have different brains, capacities, motivations, and ways of working. The interesting work happens in designing structures that respect both — with accountability on both sides.
This is not a generic diversity training, and it is not an argument that expectations should be lower. It is a close look at leadership, culture, expectations, communication, workload, skills, and the conditions where the actual work happens. Sometimes design is the issue. Sometimes leadership or behavior is. Usually several things are interacting — and seeing that complexity makes better choices possible.
For example, a strong clinician starts missing documentation deadlines and seems disengaged. It can look like an individual performance problem. On closer look, it may also involve a caseload that grew without anyone deciding it should, unclear priorities between two supervisors, and no regular space to talk about the hardest cases. The clinician may still need to change something. So may the structure around them.
I bring both a psychologist’s training and years of executive and clinical leadership in public behavioral-health systems to that kind of question. Common areas include behavioral-health operations, clinical workforce burnout, supervision and management, role clarity and workload design, neurodiversity and workplace functioning, organizational change, and program strategy and implementation.
Common starting points
Caseloads, documentation, supervision structures, skill gaps, and unspoken expectations may all be interacting. The work is identifying which constraints matter most and what can realistically change.
Talent is not the only variable. Decision-making, role clarity, communication, conflict skills, and individual behavior may all be contributing to rework and avoidable churn.
Beyond a policy statement: hiring, onboarding, meeting design, feedback, communication norms, flexibility, and performance expectations all have to be examined and then actually changed.
A rule that is reasonable on paper can be unworkable in practice. Understanding why people route around a policy is usually more useful than enforcing it harder.
Support and standards are not opposites. Most managers have simply never been given a model for holding both at once — especially with sensitive, intense, high-capacity staff.
Program design that ignores what actually happens in a clinical room fails. So does clinical thinking that ignores staffing, contracts, and accountability structures.
Early strategic input from someone who understands both people and systems is far cheaper than discovering the design flaw after launch.
Engagements
Ongoing thought partnership for leaders navigating complex people, culture, organizational, or implementation problems — a confidential place to think out loud with someone who has held executive responsibility.
A structured look at where policies, expectations, communication structures, workflow, and human behavior are colliding — and what to change first.
Focused sessions on neurodivergence, burnout, psychological safety, sustainable performance, difficult dynamics, and better ways of working together.
Consultation on behavioral-health, youth, family, and neurodivergence programs where clinical reality has to translate into workable systems, contracts, and staffing.
Practical, psychologically sophisticated training for staff and leadership — not generic wellness programming.
Most engagements begin with a scoping conversation, followed by a short period of listening — to leaders, to staff, and to how the work actually moves. What follows depends on what that surfaces: a set of recommendations, a facilitated series, ongoing executive consultation, or strategy support while something new is being designed.
Why this perspective exists
As an Assistant Commissioner in the NYC Administration for Children's Services, Division of Youth and Family Justice, I helped oversee roughly $10 million in behavioral-health and youth-serving contracts and was involved in major juvenile-justice initiatives including Raise the Age and Close to Home.
I also worked on the Bellevue Hospital–ACS partnership serving justice-involved youth, supervised a clinical team at Rikers Island, and held a Clinical Assistant Professor appointment in Child and Adolescent Psychiatry at NYU Grossman School of Medicine from 2018 to 2021.
That mix — clinical depth, leadership inside complex public systems, and direct work with neurodivergent individuals and families — is what makes this consulting practical rather than theoretical.
Most consulting relationships start with a single conversation about what is actually happening — and what you have already tried.
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