How I work in practice
This page sets out how I work with clients in difficult conversations, negotiations and conflicts.
Most of what goes wrong in a serious dispute goes wrong in the process, not the substance. People show up ready to argue the issue, and no one has agreed how the conversation will run, who can actually commit to anything, or what a real outcome would even look like. So that is where I start.
Before we touch the substance, I run the process itself as its own conversation. We settle who belongs at the table and what authority they hold, how we sequence the hard parts, and what each side would need in order to say yes. Only then do we open the actual dispute.
I do not hold the room and wait for people to find each other. I structure the talks, press on positions that are firmer in words than in fact. None of it is aimed at a good conversation for its own sake. It is aimed at a decision the parties can live with and act on once they have left the room.
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Conflicts in a business rarely escalate out of nowhere. They start small and then slowly take over the room. People stop talking honestly. Decisions stall. The same topics keep circling without progress. At some point it becomes clear that the team cannot fix it from inside.
That is where I step in. I start by speaking with each person separately. I listen to understand what is happening, what matters and what needs to change.
After that I bring the right people together and guide the conversation so it becomes workable again. Clear structure. No blaming, no circling. Only what is needed to get to a real outcome that gives people clear perspective.
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Teams do not need open conflict to get stuck. Sometimes the work keeps moving, but the energy shifts. People avoid certain conversations. Priorities drift. Small frustrations start to leak into the daily work. Nothing dramatic yet, but everyone feels the tension.
I help by creating a space where the team can finally talk through what they have been avoiding. That can mean unpacking a difficult decision, clearing up early friction or making expectations explicit again.
The aim is simple. Restore clarity so people can work together without dragging invisible weight behind them. This can be managed via a one-off meeting, or through a series of regular check-ins.
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In important negotiations the difficult part is rarely the numbers. It is the pressure, the timing, the relationships and the moments where you need to stay calm when others push hard. Most people prepare the content but not the process, and that is usually where things go off track.
I help you prepare in a way that fits the actual situation. Strategy. Structure. Practice. Sometimes I work behind the scenes. Sometimes I join in the room as an adviser. Sometimes we rehearse tough moments so you know what may come your way.
I also teach and train negotiation at a high level: Tailor-made sessions, grounded in research, and a practical, interactive methodology. No generic templates. Just what you need to handle serious conversations well.
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After an agreement there is often real relief. People want to move forward. But once the work begins, the gaps show up. Details you thought were clear are not. Expectations do not match. Small misunderstandings create friction. The risk is not collapse, but slow drift.
I help turn the agreement into practical steps and stable habits. That can mean refining the terms, setting up follow up conversations or guiding the early phase so everyone settles into the new direction.
With a focus on setting clear expectations and working on day-to-day behavioral patterns. Working towards a deal that holds.
For the conduct of mediations, I operate through Result, combining an independent practice with access to an established ADR platform.
