I've lived organizational change from every seat at the table—and the cultural fractures that happen to the human layer

That experience taught me something most playbooks miss: the human layer responds to what people experience day-to-day—what they hear in the hallway, what they say at home, what they believe about whether their work matters, and whether leadership can be trusted. 

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At Caliber, a purpose-driven PE-backed company, I saw what happens when culture gets operationalized deliberately—values embedded into how the business actually ran. People felt connected and gave discretionary effort because they felt a part of something. The company walked the talk and the results showed up in growth and revenue. 

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I led internal communications through a merger that doubled the company's $2.75 billion footprint. My work surfaced communication and culture gaps a top-tier consulting firm's playbook hadn't accounted for—gaps that would have stalled adoption or derailed integration trust.

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I've also seen the other side. The shell of people left behind—checked out, waiting for the next shoe to drop. Employees who felt disposable the moment the deal closed. Talented people who walked out the door taking institutional knowledge with them. 

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The difference between those two outcomes lives in the human layer. 

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The most expensive problems rarely show up where people are looking. That's where I work.

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I founded Star Thrower Communication because I kept seeing the same gap—organizations with solid operational plans and no plan for the human layer underneath them. 

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The passion I bring to this work comes from who I am.

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As a mixed-media artist, I've learned to find the thread that connects disparate elements into something cohesive.

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My curiosity for what's hidden in organizations is the same instinct that has me looking for Pokemon on a weekend walk.

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I'm also a mom and a wanna-be golfer—which keeps me humble about the gap between intention and execution.