Organizational psychologist, leadership coach, and lifelong student of how people grow — and what gets in the way.
I've spent my career studying a deceptively simple question: what do people need in order to do their best work — and their best growing? The answers, it turns out, are rarely about talent. They're about safety, belonging, and whether the systems around us are designed for humans as they actually are.
I hold a Ph.D. in Industrial-Organizational Psychology (Walden University, 2026) and an M.S. in I/O Psychology with a leadership-coaching focus. Alongside the research, I've spent years inside HR — watching brilliant people struggle not because they lacked ability, but because the systems around them weren't built for how they actually think and feel.
That's why I build tools instead of just writing papers: a leadership coaching system you can run tomorrow, DBT-inspired stories that make emotional skills stick, and coaching that translates evidence into practice. I work in English and Hungarian, and I bring both research rigor and lived experience — including my own neurodivergent perspective — to everything I make.
My doctoral dissertation, The Impact of Workplace Ostracism on Psychological Safety, examined how being excluded at work erodes psychological safety — with the Big Five personality traits as a moderating effect.
In plain language: when people feel excluded — even subtly — their sense that it's safe to speak up, take risks, and be themselves erodes. And personality shapes how hard that hit lands. Understanding this is the first step to building teams, relationships, and personal habits where growth is actually possible.