My approach
Mediation works when people feel they can speak honestly — not just strategically. What I do is guide the conversation, read what is happening beneath the surface, and create the conditions in which something genuine becomes possible. I do not push parties toward outcomes. I help them find their own way there — and the process, when trusted, tends to deliver.
What makes the difference, I have found, is knowing when to hold the space and when to move things forward. I draw on a wide range of approaches and techniques, adapting to what the moment and the people in the room require. That combination of skill, flexibility, and persistence is often what turns a stalled conversation into a workable path forward.
My practice is grounded in independence, confidentiality, and impartiality — and in a deep sense of responsibility to the people who have entrusted it to me.
How I work
No two disputes share the same cultural, legal, or emotional landscape. For international, complex, or multi-party cases, my work begins well before the joint session—designing the preparation track, managing pre-mediation exchanges, and structuring the environment so that complexity does not stall momentum.
While the process is always tailored, here is how I usually suggest proceeding:
An initial meeting — online or in person — to get to know each other, understand the shape of the dispute, and think together about the approach that best fits your situation. There is no charge for this conversation. You can book directly through my Zoom Scheduler.
Every dispute is different, and I prefer to move at the pace the situation, its requirements, and the specific needs of the parties call for.
That said, here is how I usually suggest proceeding.
Following appointment, I recommend pre-mediation sessions to address procedural matters: position papers, timing, venue, participants, and the involvement of key decision-makers. Here we review and adapt the agreement to mediate to the specific requirements of the dispute.
The mediation session may take place over a single day or multiple sessions, depending on the nature of the dispute, lasting as long as necessary to facilitate open dialogue and support constructive negotiation.
Online Mediation: The process can run entirely online or blend virtual and in-person sessions as needed, delivering the same structure, confidentiality, and effectiveness.
Core practice areas
These are the fields where I work most actively — each demanding its own combination of legal understanding, process design, negotiation skill, and care for the relationships that disputes put at risk.
Intellectual Property
IP disputes sit at the intersection of innovation, ownership, and long-term commercial relationships — and in this field, confidentiality is often as important as the outcome itself.
IP disputes carry a particular sensitivity: the value at stake is often inseparable from the relationship between the parties — a licensing partner, a co-inventor, a distributor operating in the same market. Mediation offers a confidential space to protect that value while keeping the commercial relationship viable. I have managed complex cases across the full range of IP law, guiding parties through negotiations where technical, legal, and business interests need to be reconciled simultaneously.
Examples from my practice include disputes involving:
pharmaceutical and hi-tech patents, app and gaming innovations
brand coexistence strategies in competitive markets and licensing negotiations
trade secret conflicts and proprietary data issues
copyright matters across the editorial, music, and film industries
cross-border technology transfers, joint venture R&D ownership, and software source code architecture
proprietary database rights
industrial design protections, luxury fashion trade dress, and franchise distribution agreements
Business & Commercial
High-stakes international disputes where financial exposure, contractual complexity, and long-term relationships all demand attention at once.
International commercial disputes rarely turn on a single legal question. They involve financial exposure, contractual obligations, cultural differences, regulatory environments, and long-term relationships that litigation cannot easily address. Mediation creates the conditions for parties to engage with all of those dimensions at once, and to reach solutions that courts cannot order.
Examples from my practice include disputes involving:
supply chain disruptions and distribution network failures
disputes arising from fractured partnerships, shareholder deadlocks, and conflicts over minority investor protections
corporate governance breakdowns, allegations of financial mismanagement, and high-value insolvency restructuring conflicts
energy sector infrastructure
infrastructure development delays
warranty and liability claims in heavy manufacturing, technology transfers, and industrial construction
Sports
Disputes where speed, discretion, and the preservation of ongoing relationships matter as much as the resolution itself.
In sports, speed and discretion matter as much as the outcome. Careers, seasons, and sponsorship relationships cannot wait for protracted proceedings, and public exposure can cause damage that outlasts the dispute itself. Mediation provides a structured, confidential process that respects both the urgency and the ongoing relationships between athletes, agents, clubs, and governing bodies.
Examples from my practice include disputes involving:
representation rights disputes, athlete-agent conflicts, and complex commission disagreements
trademark licensing disputes, merchandising distribution, and counterfeiting protections
image rights agreements, digital content licensing, and personal brand monetization
sponsorship contract disputes and endorsement breaches
club-to-club transfer coordination
Workplace & Organisational
Conflicts within organisations that, left unaddressed, erode the conditions that make them function.
Workplace conflict, when left unaddressed, erodes the conditions that make organisations function. The goal of mediation here is not simply to resolve a specific incident but to restore the working relationships and communication channels that the dispute has damaged. I am an active member of the International Ombuds Association (IOA), committed to its Code of Ethics and Standards of Practice — in particular the principles of independence, confidentiality, impartiality, neutrality, and informality.
Examples from my practice include disputes involving:
conflicts between teams and management, leadership style friction, and executive alignment failures
internal workplace disputes, intra-organizational conflicts, and peer-to-peer friction
discrimination and harassment allegations, whistleblowing fallout, and hostile environment claims
performance disagreements, interdepartmental miscommunication, and role boundary ambiguity
boardroom deadlocks, founder-CEO power dynamics, and succession planning standoffs
systemic cultural friction following corporate restructurings, mergers, or rapid downsizings
Cross-Border & Multiparty
Complex cases spanning multiple jurisdictions, legal systems, and parties — where managing the process is as demanding as managing the dispute.
These cases require more than mediation skill — they require careful management of the process itself. Different legal systems create different expectations about what mediation is and how it should proceed. Multiple parties mean multiple sets of interests, counsel, and communication styles. I have substantial experience structuring these processes so that complexity does not become an obstacle to resolution.
Examples from my practice include disputes involving:
multi-jurisdictional construction cases involving owners, insurers, engineers, and material providers
large-scale international business partnerships, global consortium alignments, and multi-party joint ventures
global asset inheritance divisions, cross-border estate assets, and complex trust structures
international trade alliance breakdowns
supply chain networks spanning multiple continents with conflicting local commercial codes
Delicate & Emotionally Complex Disputes
Cases where the legal and financial dimensions cannot be separated from the human ones — and where the process itself needs to reflect that.
Some disputes cannot be reduced to their legal or financial dimensions without losing what makes them hard to resolve. In inheritance conflicts among estranged siblings, in partnerships fractured by years of eroded trust, or in commercial situations where one party faces genuine crisis, the emotional reality of the dispute has to be part of the process.
I work to create conditions in which those realities can be acknowledged — not smoothed over or pushed aside — so that whatever the parties agree to will actually hold.
Examples from my practice include disputes involving:
inheritance divisions among conflicted siblings with deep interpersonal rifts and generational grievances
high-stakes commercial disputes involving severe financial pressure, insolvency fears, or resource scarcity
disrupted business partnerships hindered by entrenched tensions, perceived betrayal, and broken communication
family-owned business successions, generational leadership transfers, and identity-driven equity splits
medical, institutional, or professional malpractice claims involving high emotional trauma and loss of trust
closely-held corporate separations where personal animosity blocks rational economic decision-making
The full recommendations are available on my LinkedIn profile.
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