What I Do — And Why It’s Different
I help leaders understand how culture and ethics intersect in everyday decision-making — not just during crises, but long before issues become visible, reputational, or irreversible.
My work focuses on strengthening judgment across organizations: how leaders interpret signals, weigh tradeoffs, and make decisions when the right path is not immediately clear. This is where culture quietly shapes outcomes — often long before risk appears on a dashboard.
Ethintegrity was built on a simple but often overlooked truth:
Integrity is not a statement. It is a series of decisions.
Experience & Credentials
My perspective is shaped by real responsibility inside complex organizations — not theory alone.
I hold a Doctorate of Jurisprudence (JD) from Indiana University’s Maurer School of Law and have spent my career working at the intersection of ethics, culture, governance, and leadership decision-making.
I previously served as Vice President of Ethics & Compliance at a global engineering firm, where I led enterprise-wide programs across regions and successfully managed high-risk matters, including oversight of a U.S. Department of Justice Deferred Prosecution Agreement (DPA).
My experience includes:
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Advising boards and senior executives on ethics, governance, and accountability
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Leading global ethics and compliance efforts under regulatory scrutiny
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Navigating complex ethical, cultural, and legal challenges across the U.S., Europe, and emerging markets
I have lived and worked internationally, including in Paris and London, and bring a global lens to how culture and ethics shape leadership decisions in practice — not just in policy.
Today, through Ethintegrity, I advise organizations, boards, and leadership teams on how culture influences ethical outcomes, decision quality, and long-term risk.
How I Show Up in the Room
I’m direct, but not performative.
I ask uncomfortable questions without cornering people. I surface tension without escalating it. I believe clarity is more useful than outrage, and accountability is more effective when it’s grounded in care rather than fear.
Clients often tell me they appreciate that I can name what feels “off” in a room — and do so in a way that keeps leaders engaged instead of defensive. That matters, because ethical leadership doesn’t improve when people shut down. It improves when they are able to see clearly and act responsibly.
What Guides My Work
My approach is grounded in a few core beliefs:
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Judgment matters more than checklists. Rules are necessary, but they don’t make decisions for leaders. People do.
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Culture is a risk signal. The way work actually gets done often tells you more about future risk than any policy document.
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Courage and care are not opposites. The most effective leaders can tell the truth without theatrics and hold people accountable without humiliation.
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Context matters. Ethical leadership is not one-size-fits-all. Global organizations require local judgment, cultural awareness, and nuance.
These principles shape every engagement — whether I’m advising a board, working with senior leaders, or speaking to a room full of executives navigating complex change.
Why Ethintegrity Exists
Ethintegrity exists for leaders who want to understand what’s really happening inside their organizations — and who are willing to act on it.
Not for optics. Not for performance. But for clarity, responsibility, and trust.
A Final Note
If you’re looking for generic frameworks or comfortable conversations, I’m probably not the right fit.
If you’re looking for a thoughtful, grounded partner who understands how culture, ethics, and leadership decisions intersect — and who can help you see what others miss — that’s the work I do.
