About Geneèn

Workforce Anthropologist. Career Architect. Former Chief People Officer.

From Geneèn

I spent decades inside institutions before I started writing about them.

At WPP, I managed people strategy for more than 1,200 professionals across global markets. At Interbrand, I sat at the table where talent decisions became organizational decisions became cultural ones. Before any of that, I worked in gourmet kitchens, where I learned something that has never stopped being true: every workplace has a hierarchy, and most people inside it are never told how it actually works.

That gap is what I built this practice to close.

What I saw from the inside

I have watched talented professionals stall not because they lacked ability, but because they lacked structural literacy. They could not read the system they were operating inside. They did not know how power flowed, how decisions were actually made, or why the rules they were following were not the rules that governed advancement.

I also watched organizations invest heavily in leadership development that never touched the root of the problem. Training people to communicate better inside a broken structure does not fix the structure. It produces more articulate frustration.

The more I studied labor history, the more I recognized the patterns. The same dynamics playing out in today's open offices played out in the mills of the 1800s, the typing pools of the 1950s, the trading floors of the 1980s. The technology changes. The power architecture beneath it is remarkably consistent.

That is the lens I bring to this work.

What I believe that others in this space won't say directly

Work is political. It has always been political. You cannot give someone a promotion strategy without talking about who decides what gets rewarded and why. You cannot coach a leader without acknowledging that some institutions are designed to extract, not develop. You cannot discuss the future of work as though it is arriving from nowhere, separate from the economic systems that are shaping it.

I am not interested in career advice that asks you to optimize your performance inside a system without ever asking whether the system is worth optimizing for.

That is not cynicism. It is the foundation of real strategic thinking.

Career Architecture is a methodology grounded in labor history, organizational pattern recognition, and applied leadership design. It equips professionals to read institutions, not just perform inside them.

The people I work with stop waiting to be recognized and start building the conditions for advancement. They learn to regulate their own leadership patterns, design team environments intentionally, and anticipate structural shifts before those shifts make the decision for them.

They think like architects. Not occupants.