The work of transformation is relational before it is technical.

I believe sustainability transitions — genuine ones, not just green-washed increments — require deep shifts in the systems of relationship, power, and meaning that structure our world.

This means I pay as much attention to the conditions for change as I do to the interventions themselves. Who needs to trust whom for this work to move? What is the institutional context in which change agents are operating? What is being said in the informal conversations that doesn’t make it into the strategy documents? These questions are not soft additions to “real” systems work. They are its heart.

I draw on traditions and frameworks from systems transformation and complexity science, alongside futures thinking, theory of change, and facilitation methods. And I hold these lightly — as tools in service of better thinking, not as templates to impose on complex, living systems.

I am also shaped by the worldviews of communities I have had the privilege to learn from: garment workers in India and Sri Lanka, informal urban workers, handloom weavers in Bihar and West Bengal, indigenous communities and practitioners from the Nilgiris, Hawai‘i, and Māori practitioners from Aotearoa. These encounters have deepened my sense that transformation is not primarily a technical problem to be solved, but a relational practice to be cultivated — one that requires patience, attentiveness, and deep respect for the knowledge that already exists in communities and ecosystems.