Before working with founders, I spent twelve years inside the founder journey myself. Those years shaped how I understand entrepreneurship, identity, leadership and what happens at the crucial moments.
I was one of the co-founders of Mambu, a fintech company, and helped build it from its earliest days into a global organization. I experienced the full arc. The early chaotic labour of love that marked those days, the rapid scaling, and the complex moments when the company demands a different version of you as a founder.
The push and pull of letting go
Scaling is often seen as an operational challenge, but it also brings less visible identity shifts for the founders.
As a co-founder who wasn’t the CEO, the path ahead of me as our company started growing, was foggy and hard to prepare for in advance.
I went from being deeply hands-on in different parts of the business, to narrowing my role as we hired people to take over areas I once owned.
While sometimes that came as a relief, other times it felt like a loss.
Back then I didn’t have someone who understood both the operational reality and the psychology behind it to help me grow as a founder.
After I left Mambu, I decided I would become that person for other founders.
The Structure Behind the Work
I have a background in Clinical Psychology and a master’s in Human-Computer Interaction. It’s a mix that allows me to understand human behavior—as much as that’s humanly possible—but also complex systems, and the way people make high-stakes decisions under complete uncertainty.
A Space to Think
Founders are surrounded by advisors, investors, and peers. What they don’t usually have is a structured place to work through how they are changing as the company grows.
If you’d like to see if we’re a good fit, let’s chat.