The guiding question of my work is:

How do I manage what happens to me?

The development of this approach has been deeply connected to my personal journey and to the changes I had to integrate in order to reinvent myself and build a more conscious way of relating to myself and to what happens to me.

Through this process, I discovered that much comes down to the agreement each person makes with themselves: the internal commitment to sustain what they want to build, even in moments of uncertainty or transformation.

From this, Emotional Agreement was born: an approach based on observation, experience, and personal practice, which I now share from an authentic place.

It is a framework of observation built on four pillars:

Self-awareness: The ability to recognize what is happening within you while you lead. How you interpret what happens to you and the willingness to question whether other possibilities exist to reach the goal you have set.

Personal leadership: The ability to maintain decisions and direction even when the context is not clear. It is not about having all the answers, but about how you choose to respond when you do not have them. Acting from a place of conscious management, instead of reacting to what happens to you.

Authenticity: The alignment between what you think, decide, and do. When it is present, the team perceives clarity. When it is not, doubts, multiple interpretations, or dependency in decision-making appear.

Conscious execution – the real work of leadership: Here lies the real responsibility of the leader. It is not only about becoming aware of new information, but about how you take ownership of that responsibility. It means observing the impact of your decisions —and also of your non-decisions— and transforming that understanding into real changes that allow you and your team to move forward in a more effective and sustainable way.