THE STORY
THE PATTERN
For over two decades, I have worked with brilliant women leading at the highest levels, including C-suite executives at Fortune 500 and high-growth organizations operating at extraordinary scale.
Across hundreds of engagements, a consistent pattern emerged.
These were not leaders lacking intelligence, strategy, or capability.
They held advanced degrees, proven track records, and navigated complexity with cognitive precision.
Yet they operated with only partial access to their full capacity.
Not because of skill gaps or knowledge deficits, but because conventional leadership development systematically cultivates specific dimensions of intelligence while leaving others underdeveloped or ignored.
Leaders learned to rely on thinking while overriding somatic signals, prioritize execution over embodied presence, and sustain effectiveness without the nervous system capacity required for durability.
The cost became visible over time: strategic brilliance disconnected from bodily information, relational strength unsupported by regulation, cognitive clarity undermined by unintegrated emotional patterns.
What I was seeing was not an individual limitation.
It was a structural gap in how leadership capacity itself gets developed.
THE STRUCTURAL GAP
Conventional executive development remains narrowly focused, even as it claims to address the whole person.
When emotional intelligence enters the conversation, programs teach it as a concept to understand rather than a capacity to develop structurally. When embodiment appears, it becomes a form of stress management rather than a distinct form of intelligence with its own developmental arc.
The emphasis stays cognitive and strategic. Other dimensions remain peripheral.
This gap reflects how modern education and organizational culture privilege certain forms of intelligence while suppressing others.
The result is competent leaders operating as if much of their intelligence does not exist.
What becomes possible when all seven dimensions develop together, functioning as one integrated system, has rarely been explored systematically in executive work.
That is the gap I spent two decades learning to address.
THE METHOD
The Integrated Intelligence Method™ emerged from a simple recognition.
Leaders need more than new frameworks or behaviors. They need structural development of the nervous system.
I drew on an MS in Functional Health, Harvard credentials in trauma recovery, and training in somatic psychology, neuroscience, developmental psychology, and systems theory to build what did not exist elsewhere in executive development.
A precision diagnostic framework that assesses capacity across seven dimensions.
Practices calibrated to nervous system development rather than cognitive understanding.
A developmental sequence that builds integration systematically as embodied capability.
Over years of private work with executives, founders scaling organizations, and leadership teams navigating transformation, I refined the methodology.
Patterns became predictable. Outcomes became repeatable.
What began as intuitive facilitation became a structured, teachable framework grounded in rigor, research and practice.
THE INSTITUTE
ELEVI Institute launches in March 2026.
Twenty years of private work shaped the methodology.
Human capacity depends on nervous system health.
Nervous system health depends on biological stability.
Developing leadership capacity in resource-rich environments while those foundations remain inaccessible elsewhere creates a structural incoherence.
Every ELEVI engagement funds water, food, and shelter security where biological foundations are absent—not as philanthropy, but as reciprocity built into the work itself.
The 2026 Founding Circle establishes both.