I started my career in IT, at mutual insurance companies, then at Deloitte, where I deployed agile methods and led large-scale transformations. My job was to make organisations run faster, cleaner, more efficiently.

And the more I optimised processes, the more it became clear: what was blocking, what was jamming, what caused the most beautiful projects to fail, was never the method. It was the women and men we had forgotten to involve. We had put the human at the end of the list. I decided to put it back at the beginning.

In 2015, I made the human my priority. I trained in the Process Communication Model, the model that NASA uses to select and train its astronauts, and in coaching. In 2016, I founded IKIA to support management in what no one teaches them: the job of being human.

Because that is where the real issue lies. We promote someone because they excel in their job, then we leave them alone in front of a team, with its tensions, expectations, and fragilities, without a real manual. And when it gets stuck, we think they are the problem. They are not. The problem is that we never gave them the right tools. That can be fixed.

This is all that IKIA does. Leadership is not explained from the top of a platform. We enter the field, alongside those who lead, and we install human expertise where it is lacking and until it becomes theirs.