I Facilitate Culture Change … through People … with People.

I am a Dialogue Facilitator, Change Provocateur, Consultant and Executive Coach. For more than 30 years, I have been working worldwide as an Organisation Development Consultant, Facilitator and Coach for Cultural Integration, Change and Leadership, where the primary focus is on (Re-)Shaping Workplace Culture by Leveraging Cultural Differences.

The learnings from these experiences across multiple sectors of the business and organisational world, while living the change that has defined my life on four continents, inform my work in organisations today …

  • People WANT TO contribute. They are looking for opportunities to engage positively with their work, their environment, each other.
  • Most organisations contain massive untapped potential … resources which they are frequently unaware of.
  • Difference is a natural resource.

I have also learned that …
We live in a complex interconnected interrelated dynamic world. Change is! The world is dynamic! Culture is a dynamic … continuously evolving! Paradox is ubiquitous! Adherence to borders, conventions, standards mislead us towards the belief that they are real … all are constructs, therefore artificial! ‘Knowing’ is a temporary phenomenon. Always Question! Learning takes place in the complex dynamic space … and we are often not even aware that we are learning!

With a clear focus on clients’ real Business Questions, I integrate these learnings with principles from Bohmian Dialogue, Story-telling, Open Space, Appreciative Inquiry and Systems Thinking, to create and hold the space that enables people across hierarchies, functions and systems to align, engage and develop healthy thriving organisations and social systems.
In addition, I am certified to facilitate Nora Bateson’s new revolutionary approach to integrating transcontextual information into making healthy decisions in living systems: Warm Data Lab.

These principles constitute the bedrock of cultureQs, a unique Change and Integration Accelerator which I began developing in 2002 following a client challenge at the start of a Post-Merger Integration process. The cultureQs Story: http://cultureqs.com/the-cultureqs-story.

I hold British, German and Canadian nationality, and enjoy travelling regularly, both professionally and privately. Following 8 years during which I lived in Thailand, India, Nepal and New Zealand, I returned to Europe in 2012 and currently live in Munich.

I work in English and German.

My professional principle … Good Purposeful Work with Good People!


A small selection of assignments for which I have been engaged as a Facilitator, Consultant, Mediator, or Programme Manager is outlined here.

In many cases, confidentiality agreements prevent me naming the client.
The vast majority of my work is in the corporate environment across a broad range of sectors.
I work with people to enable your organisation to be more human, more productive.

Hong Kong Airport:

Hong Kong Case Study

Transcending Boundaries and Silos:

Transcending Boundaries Borders And Silos

RAVEL, A complex international project:

RAVEL Design for Environment Case Study

Corporate Culture Integration:

Cultural Integration Case Study


Clients I have worked with in Europe, Asia, North America and New Zealand include …

AEG; Barbeque Nation; Baxter; Bombardier; Bosch; BP; C&A; Chrysler; DaimlerChrysler Rail Systems (AdTranz); Deutsche Bank; European Commission; E-On; First Data Resources; GfK; Hannover Re; idiscoveri; Infineon; InterHannover; McKinsey; Metro; Mines Advisory Group (MAG); MoneyGram; MTR Hong Kong; Quelle; Ricardo; Shell; Siemens; Société Européenne des Satellites (S.E.S./Astra); Stiftung Entrepreneurship; T-Online; Telefunken; Unicredit

Public Administration: in Nuremberg, Germany; Wellington, New Zealand.
Chambers of Commerce: in London, UK; Nuremberg, Germany
Universities: Berlin, Munich, Passau, Witten-Herdecke, Leiden School of Management


… a borderless world …

Those who have no fence around their land have no enemies.  (Burundi Proverb)

All borders are artificial: constructs of our minds.
They are designed to forcibly keep people out or in, automatically creating the potential for conflict. The constructs later become physical and/or psychological.

In Healthy Organisations and Societies, people collaborate across administrative and descriptive boundaries. Borders as such become irrelevant.

I explicitly distinguish between borders, designed as barriers; and boundaries that define the playing fields in which we operate and provide necessary structure in organisations.

We exist in relationship …

“Relationship is a process of self-revelation, and without knowing oneself, the ways of one’s own mind and heart, merely to establish an outward order, a system, has very little meaning. So what is important is to understand oneself in relationship with one another.” (J. Krishnamurti)

Ethical Boundaries

Clarification of my Ethical Boundaries

While I am, of course, pleased to receive enquiries from a range of organisations both in the corporate and not-for- profit sectors, personal integrity compels me to refuse work with or use cultureQs in the following situations:

  • Armaments manufacturers: Weapons are designed to kill.
  • Military Organisations: the majority are offensive, not defensive.
  • Religious organisations: by definition, these exclude. The vast majority have a history of violence. Religious preferences are a question for individuals, not organisations.

Thank you for your understanding.