About me

I work with Executive Directors of small nonprofits who care deeply about their organizations - and are often carrying more than one role was ever meant to hold.

I’m originally from Spain, where my background is in Tourism. After immigrating to Canada, I moved into the arts sector and have spent the past 10+ years working almost exclusively with arts and culture organizations in a range of roles.

For seven of those years, I was the Executive Director of Mural Routes, a small arts organization. I stepped into the role during a founder transition, taking over from the organization’s founder without clear systems, documentation, or a roadmap for how things were supposed to work. I felt the weight of responsibility almost immediately - not just to keep things running, but to honour the organization’s history while trying to move it forward.

I’m very familiar with the quiet pressure that comes with inheriting an organization where so much knowledge, decision-making, and context lives in one person. The pressure to know, to hold, and to not drop anything.

Like many Executive Directors, I learned as I went. I held key information in my head, made decisions under pressure, and spent a lot of time managing systems that weren’t designed to support the work - or the people doing it. I often felt pulled in too many directions at once, trying to be present for the team while keeping up with the admin that never seemed to end.

I was told to “fake it until you make it.”
I tried. It didn’t help. Mostly, it made the work feel lonelier.

What did help was slowly building systems that matched the reality of a small nonprofit: limited time, limited resources, and people who care deeply about doing good work.

I’m also a parent, which has made my relationship to work even clearer. Time is limited and valuable, and systems need to respect that. Work shouldn’t require constant firefighting, long hours, or one person holding everything together just to function.

Over time, I designed and implemented systems for finances, reporting, shared documentation, onboarding, and internal processes. These systems didn’t just make the organization more efficient - they made leadership more sustainable, for me and for the team. There was more steadiness, more shared ownership, and more space to actually lead.

That experience shapes how I work now.