For fifteen years, I’ve worked across Europe, Asia and the Gulf, on both sides of the table — consultant and client — helping leaders navigate growth, transformation and change.

I’ve worked across CPG, luxury and beauty, technology and healthcare, with Fortune 500 clients including PepsiCo, Coca-Cola, Diageo, Colgate-Palmolive, J&J Beauty, Montblanc, Al-Futtaim Group, AWS, Google, Juniper Networks and Cigna.

Alongside my advisory work, I also work with early founders from their early stages of zero to one.

I’ve held very different seats at the strategy table — from chief of staff roles setting priorities and driving decisions from inside leadership, to strategy roles building the evidence and point of view, to downstream roles turning strategy into activation so that things get built, shipped and scaled.

This range and experience is what I bring to my work today.

I meet leaders where they are.

Sometimes that means working upstream — clarifying the problem, defining the ambition, sharpening the strategy or shaping a point of view that doesn’t yet exist.

Sometimes it means working downstream — translating that strategy into a board narrative, keynote, roadmap, capability, or executed experience that people can understand, fund and act on.

Often, it means doing both.

My background allows me to move between the two because I’ve been the strategist, the brand owner and the innovator. I’ve advised from the outside, built from the inside and delivered work in the real world. I understand both the strategic question and the organizational reality that follows it.

That makes me a practical thought partner for leaders navigating complexity — someone who can help define what needs to change, as well as work through what it will take to make it happen.

My approach is human-centered and commercially grounded.

I’m a generalist by design, with particular depth in consumer-facing businesses. I bring patterns from different sectors, markets and organizational contexts — and apply them where they can create the most value.

I also use experience design as a tool for persuasion: turning complex thinking into something clear, credible and compelling enough to move people to action. This applies across strategy, executive communications, board presentations, keynotes, brand experiences and investor pitches.

My work has been recognized by Cannes, Effies, Spikes and WARC, and I’ve judged marketing and creative awards across APAC.