CROSS-CULTURAL TRAINING
for TEAMS & LEADERS.

Cross-cultural communication, negotiation, and collaboration for organisations that operate across borders.

WHEN "WE ALL SPEAK ENGLISH"
IS NOT ENOUGH.

Your team is international. Everyone is competent, everyone is professional. And yet something keeps getting in the way. Meetings run longer than they should, decisions take more rounds than expected, and feedback lands differently depending on who receives it.

As an ISO-certified business trainer and university lecturer, I design and deliver cross-cultural training for multicultural teams and leaders who work across borders. My work is grounded in cross-cultural psychology and in the reality of what actually happens in works council negotiations, high-level institutional meetings, and corporate environments where people from different cultures are trying to get things done together.

WHAT I WORK ON.

Negotiation Across Cultures

Authority, directness, silence, compromise, giving and receiving feedback mean different things depending on where you come from. We work on navigating those differences within a multicultural team without losing ground.

CROSs-cultural leadership

For leaders managing international teams or negotiating with partners across borders. Adapting leadership style, reading the room across cultures, leading effectively when your team does not share the same playbook.

Cross-Cultural Communication

How culture shapes the way people speak, listen, disagree, and build trust, and what to do when those patterns collide. You learn to adapt without losing authority and navigate conversations where what is said and what is meant do not always align.

Regional Expertise: Romania, Moldova

Cultural context matters as much as language when working with Romanian and Moldovan counterparts. I bring both linguistic precision and understanding of how negotiation, and collaboration work in these settings.

No generic diversity training.

Most diversity training gives you frameworks and a list of cultural stereotypes. You learn that some cultures are direct and others indirect, some value hierarchy and others equality. Then you go back to your meeting and nothing has actually changed.

I draw from environments I work in regularly: European Works Councils where a dozen nationalities sit around the table, institutional meetings where one misread signal shifts the entire dynamic, corporate negotiations where everyone is speaking English but the cultural gap is costing time and trust.

I have watched negotiations stall because no one named the cultural friction. I have seen teams struggle to make decisions because they were operating from completely different assumptions about authority, consensus, and what it means to agree.

We work on what to do in those moments. That is what comes into the training room.