I spent over a decade leading global IT delivery:
managing complex programs across more than 20 countries,
with teams of 50 to 70 people and expectations that never stopped growing.

I loved the challenge.
I loved seeing what engaged teams could build together.
But I didn't love what it was doing to me.

I remember a Sunday evening when I felt more anxious than rested.
And the day my friends went to dinner without me. I was too tired to join, still working on "one last thing."

That's when I thought:
"this can't be what leadership is supposed to feel like."

The shift didn't happen overnight.
It took two steps forward, three steps back,
and the hardest thing I've ever had to do as a leader letting go.
Delegating for real.
Trusting people who weren't copies of me but experts in their own domains.
Learning that a strong team doesn't need you to have all the answers.

The moment I knew something had changed
was the first time I said no to a senior stakeholder clearly, with reasoning.
The conversation that followed brought more respect and better decisions.
That decision protected mine and my team's focus.
And I saw how that impacted their engagement and the solution they delivered.

I stepped back, studied the science behind burnout and high performance,
worked with other leaders to see the patterns,
and rebuilt my approach to leadership.
Intentionally, sustainably, without losing myself again.

Now I help leaders create impact without sacrificing their well-being.
Very often the impact they have after is much bigger.