Portfolio
Here are some of the engagements I have carried out, organised by type of blockage. Do you recognise yourself?
All cases presented here are anonymised: sectors and roles generalised, figures rounded, identifying details removed. What is preserved is the real dynamic of each situation.
🤝 Conflict resolution
Three leads each taking back control, until they found common ground
A project manager, a team facilitator and a business lead each tried to regain control their own way, until the crisis reached senior management. Today, they build together.
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The starting point
A tension between the project manager on one side, and the team facilitator and business lead on the other, had gradually escalated over how to manage the project.
What had already been tried
Everyone tried to regain control their own way: the team facilitator imposed his own way of measuring progress, the business lead sidelined the project manager, who responded with a weekly status email to the whole team. Each attempt deepened the others’ distrust, until the crisis reached senior management.
My intervention
I met each person individually to understand what was stuck, then clarified the project’s needs with the team facilitator and the business lead. A strategy proposal was presented to the project manager, with me present, so she could adapt it and create a three-way alignment. A bi-weekly meeting with the three of them then took over, to track initiatives and build a shared understanding.
✅ Each person found their role and learned to make room for the others
✅ Everyone now defaults to bringing in the right person for the right topic
✅ Needs are expressed and solutions are found together
✅ An additional budget plan was co-built and presented to senior management as a team
A team divided by conflict, until the two factions spoke again
A conflict between two colleagues had escalated to divide a whole 10-person team, and the next intervention management was considering risked making things worse. Today, the two people involved talk and work together again.
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The starting point
A conflict between two colleagues escalated to affect the entire 10-person team: factions formed, and members no longer knew how to navigate the deteriorating atmosphere. Other teams began to feel the tension, to the point of affecting collaboration.
What had already been tried
Management had already attempted direct interventions with some team members, including building a closer relationship with one key person. This raised a question in the team’s mind: is this person becoming our new boss? The next intervention being considered was frontal, which risked making the situation worse.
My intervention
I first worked with management to find a way to be part of the solution without imposing it, then presented the intervention framework to the whole team, making clear the solution would come from them. After individual interviews with everyone involved, I presented a systemic diagnosis to the team, management and HR, with possible directions for repairing relationships. Individual support for key people was put in place over several months to help them navigate the conflict without compromising themselves, and rebuild a collaborative dynamic.
✅ People built bridges between the two factions, enabling the two protagonists to reconnect
✅ The two protagonists are talking and working together again, to management’s surprise
✅ Management revised their approach, understanding how it can either prevent or fuel conflict
✅ Management now defaults to facilitating dialogue to surface solutions when conflict arises
Two teams blaming each other, until they rediscovered one another
A high-performing team blamed a cross-functional team for being slow and unresponsive to its needs. At the end of the joint workshop, one person said: “I’ve discovered new colleagues.”
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The starting point
A high-performing team had to collaborate with a cross-functional team, seen as slow and unresponsive to its needs. The high-performing team felt overlooked and started blaming the cross-functional team.
What had already been tried
Management had tried guiding people individually when complaints came up, even pushing certain priorities to make sure they got done. But that didn’t address the underlying issue: the dynamic remained.
My intervention
A manager came to me to discuss how to approach the problem. She wanted to bring the two teams together to find common ground, without arriving with a ready-made solution. Rather than intervening myself, I guided her in setting up a restorative framework: she planned a 2-hour session with both teams, asking them to prepare answers to 4 questions drawn from restorative conferencing. She opened the session by clarifying her organisation’s needs and her concerns about the dynamic in place. Each team then shared its answers, one by one, to build a shared understanding of what the other was experiencing. The session closed with a joint action plan to improve collaboration.
“I’ve discovered new colleagues” — a participant, at the end of the workshop
✅ The two teams found a shared dynamic
✅ The shared deadlines could be met
✅ The manager gained new tools to facilitate her teams’ working environment
🌱 Lasting change
A team facilitator who carried everything, until his team learned to decide on its own
A team facilitator had become indispensable, too hands-on, unintentionally holding his team back from developing. Today, the team makes decisions without waiting for his approval.
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The starting point
A team facilitator wanted to reverse a pattern he felt stuck in: he took on too many topics himself and had become indispensable. He was also personally invested in the outcomes of his facilitation to the point of becoming too interventionist, which held the team back from developing.
My intervention
The work focused on his stance, building on real cases in progress. We explored different ways of intervening suited to different situations, looking in particular at his interactions with his own team, as well as at workshops he facilitated for other teams in the organisation.
✅ The facilitator lets his team speak up more
✅ A quiet team member started speaking up in meetings
✅ A senior member naturally made more room, following the facilitator’s example
✅ The facilitator consciously switches between different stances depending on context
✅ The team makes decisions without waiting for the facilitator’s approval
✅ The facilitator trusts the decisions his team makes
A team under pressure no one could unblock, until we stopped intervening
A team kept falling behind despite a string of team facilitators and turnaround plans. The breakthrough came from a counter-intuitive decision: stop intervening.
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The starting point
A team keeps falling behind. When the latest facilitator is let go, the same question comes back: who do we put in their place?
What had already been tried
Management responded by imposing regular progress reports and cycling through facilitators to turn the situation around. Each new facilitator arrived with a plan. Nothing changed.
My intervention
I proposed a different approach: don’t replace anyone, and tell the team clearly that it would be left alone. This deliberate decision, explained to the team, broke the pressure-intervention-failure cycle everyone was trapped in. The hypothesis was that the pressure itself was part of the problem.
✅ The team regained a sense of calm without being asked to
✅ The first results appeared, with no extra plan or progress report
✅ Management understood that its own way of intervening was part of the problem
A creator stuck in processes that never held, until he found a system that matched who he is
A filing system, a calendar, a task-tracking board: none of these held for more than a few weeks. The right organisation wasn’t a new process, but a way of working closer to who he actually is.
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The starting point
A creator contacted me about an organisational problem: his tasks kept ending up handled at the last minute, with the fear of making mistakes. He was looking for a new process that would finally work.
What had already been tried
He had already set up a filing system for his documents, which quickly became disorganised. He wrote deadlines into a calendar to force himself to handle tasks on time, but rarely respected them. He also tried a task-tracking board, which quickly stopped reflecting reality.
My intervention
I explored with him his working environment, his interactions with people around him and with administrations, and what drives him in his work. This exploration revealed that the system he was trying to impose on himself answered less to his own needs than to a social expectation (“you have to be organised”), out of step with his natural way of working. Going back to that level, we were able to test a more organic way of organising his work, matched to how he actually functions.
✅ An organisation that follows his natural way of working rather than a borrowed model
✅ Almost no task handled at the last minute anymore
✅ A regained sense of legitimacy in working his own way, without having to justify it
A new mentor, already an expert in her craft
An experienced business analyst, she still needed to build her coaching expertise, on a limited timeline. Today, the business team collaborates far more with the development team.
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The starting point
A business department was struggling to find a way of working suited to the adoption of agility in its organisation. Management created a mentoring role to support the business analyst team. An experienced analyst applied and got the position: she had deep expertise in her field, but little experience supporting a team effectively within a limited timeframe.
What had already been tried
As she stepped into the role, her instinct was to tell the people she mentored what to do, or even do the analysis herself when they weren’t moving fast enough. It reassured her about the outcome, but the team stayed dependent on her rather than building its own skills.
My intervention
Starting from that instinct, we first clarified her objectives: what she expected from the team, and what the organisation expected from her, to make sure the two were aligned. She learned to be transparent with the people she mentored about these objectives. We also worked on her stance, distinguishing moments where she shows by doing it herself, moments where she supports someone in doing their own work, and moments where she limits herself to asking questions to draw out the answers from the people she mentors, rather than catching up for the team every time.
✅ She learned to consciously move between these different stances
✅ The business team took greater ownership of its analysis
✅ The business team collaborates far more with the development team
✅ Management sees a real shift in how its people work
Caught between the business and IT, until she became the bridge between the two
Between analysis and acting as the business lead’s relay, she was looking for her place, while the development team questioned her priorities. Today, she’s the bridge both sides need.
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The starting point
An analyst on an IT team was asked to act as a relay for the business lead. The development team didn’t seem to follow her strategy and questioned some of her priorities, and she struggled to pin down her own role, somewhere between analysis and responsibility for the content. Exploring her working environment and interactions, we discovered she often acted as a messenger between the business and the development team, caught between the two.
My intervention
We worked on her relationship with the development team, in particular on what was behind their questioning: we discovered the team also cared about the business needs, and that their feedback was worth taking into account rather than treating as resistance. To pin down her role, she asked the team directly and transparently, and they were able to tell her how they saw her, helping her settle into her role as the business lead’s relay. She was also encouraged to spend less time on analysis and more on acting as a bridge between the business and IT.
✅ The questioning turned into genuine dialogue, in service of a product that actually meets the need
✅ The business sees her as essential for connecting with IT
✅ She fully owns her role as the business lead’s relay, and her advice is listened to
✅ Her overall view now serves both IT and the business in making better decisions
Does one of these situations sound like yours?
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