Whose story gets heard
matters.

No experience is lived in a single line. I've moved through several professional lives: historian, systemic consultant, narrative practitioner, facilitator. Each chapter has been shaped by the same underlying question: whose story gets heard, and what becomes possible when the quiet ones are invited in. That question started in colonial archives, where I was asking whose voices made it into the record and whose didn't. It followed me into organisations across Europe and Latin America, into facilitation rooms and leadership conversations, and eventually into founding INP.

My work sits at the intersection of narrative, systemic and participatory approaches. I design and facilitate spaces where lived experiences become visible, patterns can be explored and new perspectives for action emerge.
I accompany people and organisations in workshops, retreats and longer-term development processes. My role is not to deliver ready-made answers, but to hold and facilitate processes in which insight, clarity and co-creation can emerge from within the system.
At the core is listening. To experiences, tensions, uncertainties and moments of change. From there, narrative practice becomes a way to surface what matters, reveal dynamics and open spaces for collective orientation.

I believe that narrative competence is one of the most under-used capacities in the organisations and systems we're navigating. Not because people don't care about stories, but because the stories that shape what people see as possible, what they believe can change, what they feel responsible for, mostly go unexamined.
The work I do is not about crafting better narratives. It is about creating the conditions for the ones that matter to surface. That distinction is everything.
None of this is fast, and I don't promise it will be comfortable. But it is durable. Because it works at the level where meaning is actually made.

Where the work shows up

Six areas of practice

What has always fascinated me about organizations is how people come together within them, define themselves and each other, exchange ideas, and reinvent themselves. And how quickly the stories we tell about ourselves — or adopt from others — can harden and become restrictive. Narrative Agility helps us keep stories in motion, maintaining a sense of dynamism and preventing narratives from becoming thin and too dominant, blocking us, and closing off the doors into the possibility land.

Movement within a system means that we are no longer at the mercy of the stories we tell, but can playfully and repeatedly step into shaping them. That system can be an individual person, but it can also be an entire organization.

Organizations, after all, are more than numbers, facts, PowerPoints, and visions written on walls. They are not machines, but living organisms. It is through the interactions between people that lived values become visible — and the stories that shape how we act.

My work with stories is always a balancing act between creation and consulting: recharging worn-out content (communication), exploring new layers of meaning (creation), uncovering the core of a brand (branding), making underlying constructions visible (coaching), and making the future tangible (StoryDoing). Against this backdrop, imagination is not escapism, but the ability to develop alternative, better fitting stories.

Six areas where narrative, systemic and participatory approaches create genuine value for organisations and individuals.

Whether it's a team, a project or a question you're carrying, tell us what you're working on. We'll listen first, and bring in the right people from there.

© 2026 Institute for Narrative Practice