Alignment isn’t what you think it is
Alignment is often treated as something you achieve in a meeting. A workshop, a set of slides, a shared understanding in the room.
But that’s not where alignment is built.
It’s built in what happens afterwards - in the decisions people make under pressure, in how teams prioritise, and in whether the organisation has created the conditions for the strategy to actually hold.
What Breaks First in an Acquisition Isn’t the Strategy
In every acquisition, there’s a moment that doesn’t appear on the integration plan. It’s the quiet realisation that something fundamental has changed. Drawing on lived experience of multiple M&A journeys, this piece explores the psychological contract people renegotiate in silence and why trust, identity, and security matter more than most integrations acknowledge.
The Messy Middle of Transformation: Hard Lessons That Make The Work Actually Work
Transformation isn’t a straight line. Behind the strategy decks lies a messy middle of power shifts, compressed timelines, and cultural fault lines. Here’s what I’ve learned as a leader about navigating both the opportunity and the instability
Most marketing teams were never designed to make change stick
Most marketing teams weren’t built for transformation, and it shows. Not because the strategy is wrong, but because the way teams are structured, measured, and led makes it almost impossible for change to hold. This piece looks at where things really break, and why the problem starts long before execution.
AI isn’t the hard part. Your organisation is
AI is already reshaping marketing, but adopting it isn’t just about picking a tool. After six months in the trenches, I’ve seen first-hand the risks, guardrails, and governance marketing leaders need to put in place. From brand guidelines to bias, training to talent, here’s why AI adoption is an organisational change, not just a tech project.
Marketing Is the Engine Room of Business Transformation. It’s Time We Treated It That Way.
Marketing is in crisis, stuck between what it was and what it needs to become.
It’s misunderstood, under-leveraged, and often sidelined from strategy.
But done right, it can be the engine room of real business transformation.
It’s time to stop doing more, and start doing what matters.