Why I do this work
For eight years I helped run a family business in New York City. We were good at it — the business grew, we hit our numbers, we kept moving forward.
But there was an equation running underneath everything: more revenue, more hours, more pressure. And we never questioned it, because it seemed to be working.
What it actually looked like, from the inside: constant tension. Decisions made from stress rather than clarity. Relationships that kept taking a back seat. A feeling that no matter what we achieved, the pressure never lifted — it just found a new shape.
I kept looking at the business for the problem. It took me a long time to realize I was looking in the wrong place.
When I finally turned inward — not as a last resort, but with real seriousness — things started to change. Not the circumstances. The way I was relating to them. That shift made everything else easier: the decisions, the conversations, the ability to actually be present instead of always bracing for what’s next.