Global Voice for a New Time Culture
Founder of the I Have Time™ Method
I work on something that has become so normal that we rarely stop to question it: time pressure.
Not simply whether we have enough time.
But what happens to us when we feel we don’t.
What happens to the way we think?
The decisions we make?
The priorities we set?
The way we communicate and collaborate?
And what happens when urgency stops being a response to exceptional situations and becomes the background condition of everyday life?
These questions are at the heart of my work.
Through the New Time Culture™ and the I Have Time™ Method, I explore how individuals, teams, and organizations can work well under pressure while recovering the ability to choose the pace a situation actually requires.
An international perspective& selected works
I was born in Paris, lived for many years in Berlin, and have made Florence, Italy, my home since 2000.
Living across three very different European cultures has inevitably shaped the way I observe pace, work and everyday life.
Today, I am based in the Tuscan countryside near Florence and work with individuals, teams, and organizations in English, French, Italian and German.
In 2026, I was selected by Four Seasons Hotel Firenze to design and lead Healing Garden 2026, a six-session programme exploring how contemporary life is shaping our experience of time, from time pressure and mental pressure to fragmented attention and constant digital connection.
My work is developing across several interconnected areas. I conduct conversations with CEOs, founders, entrepreneurs and senior leaders internationally, exploring how time pressure is experienced across different countries, industries and organizational contexts.
These conversations contribute to the research behind my forthcoming book, The New Time Culture, and to the continued development of my thinking.
Alongside this research, I bring these ideas into practice through organizational workshops and strategic team interventions, speaking engagements and private sessions.
Together, these different strands allow me to examine time pressure from different perspectives – from individual experience to organizational life, and from everyday habits to decisions made under significant responsibility.
How my work evolved
My work did not begin with the New Time Culture™ and I Have Time™ Method. It began years earlier with a fascination with Slow Life.
At the time, slowing down gave me a language for questioning a way of living in which speed, productivity and constant activity had become almost unquestionable virtues.
I explored it personally and professionally, eventually developing my own approach to Slow Life Coaching and accompanying people through it. .
But over time, my questions changed.
I became less interested in slowness itself and more interested in why we had become so unable to choose our pace.
Why did everything feel urgent?
Why did an unanswered message create discomfort?
Why did saving time rarely seem to leave us feeling that we had more of it?
Why could we be physically at rest while our minds were already somewhere else?
The question was no longer simply:
How can we slow down?
It was becoming:
Why have we lost the ability to decide when we need to go fast, and when we don’t?
The experiment that changed the question
In 2023, I began an experiment that would profoundly deepen this inquiry. I started practicing a weekly Digital Detox of approximately 30 hours, from Saturday evening until Monday morning.
What began as an experiment in disconnection gradually became something much larger.
Without the continuous possibility of checking, responding and moving to the next thing, I began observing time differently.
I noticed what happened to attention. To perception. To waiting. To boredom. To mental space. To the body. And to the persistent feeling that something always had to happen next.
Digital Detox became a lived laboratory for a much bigger question:
What is our culture of speed and permanent responsiveness doing to the way we experience time, and to the way we think, decide and live?
That question became the starting point for the New Time Culture™.
What I believe
Pressure is inevitable.
Urgency is sometimes necessary.
Speed is an extraordinary capability.
But none of them should make every decision for us.
We don’t need to become slower.
We need to become better at changing speed.
That is the culture I am interested in helping to build.
A New Time Culture.
New Time Culture
What began as personal observation gradually became an intellectual inquiry.
I started looking beyond my own experience. At work. At technology. At permanent connectivity. At expectations around responsiveness. At the way we use words such as urgent, priority and ASAP. At the assumption that faster is necessarily better. And increasingly, at what time pressure does to the quality of our thinking and our decisions.
Today, I am developing this inquiry through my forthcoming book, The New Time Culture, ongoing research, and conversations with CEOs, founders, entrepreneurs and senior leaders across countries and industries.
I want to understand how people who carry significant responsibility experience time pressure. How they make decisions when everything is moving quickly. What urgency changes inside organizations. What constant availability is doing to attention and collaboration. And where the ability to create space, even briefly, change the quality of what happens next.
The New Time Culture™ is the larger proposition emerging from this work.
It questions the idea that faster is necessarily better, without suggesting that we should simply slow everything down. Speed is necessary in many situations; in others, taking a little more time can lead to a better decision. What matters is being able to recognize the difference.
One question has followed me throughout
My work has changed considerably over the years.
The language has changed.
The questions have become more precise.
And what began with Slow Life has developed into a much broader exploration of time pressure, urgency, attention, decision-making and the culture in which we work and live.
But there is a continuous thread.
I began by questioning why we always needed to go so fast.
Today, I ask a more precise question:
How do we know when to go fast, and when not to?
That evolution is at the heart of my work.