I spent years grading how people hold up. Now I do it for a living.

For twelve years I held a job I won't lay out on a website. A large part of it was assessment and selection: deciding who could keep making sound calls after the point where most people stop being able to. I watched a lot of obviously talented people come apart, and a few unremarkable ones hold together long past where they should have. The difference was almost never talent. It was how they'd built themselves to run when things went bad, and whether they'd ever practiced it before it counted.

I got out and had no particular plan to do this. Then a founder I knew started quietly unraveling while his company looked fine from the outside — good numbers, bad nights, decisions getting slower in ways only he could feel. I spent a weekend with him working the same problems I'd worked with operators for years. Word moved. A year later this was the whole job.

Why FMI

In selection we had a phrase for a blown event — a failed lane, a bad night, a plan that met contact and fell apart: failure means information. You didn't get graded on the failure. Everyone failed something. You got graded on what you did with what the failure told you, and how fast. That idea is the entire company. It's also, not by accident, how every good engineering org already treats an incident. You just stop applying it to yourself.

What I actually offer

Not therapy, and I'll say so plainly if that's what you need. Not a framework I licensed from a conference. What I have is fifteen years of watching human performance degrade in real time, under real stakes, and a short list of things that reliably slow that degradation down. I bring that, a lot of direct questions, and a refusal to let you perform for me. The rest is your work.

The method I run