Where Transformation Actually Happens
High-stakes integration
High-stakes integration is where much of my work tends to live.
Not in theory. Not in models. In the real moments where organisations are changing shape and people are trying to make sense of what that means for them.
I work inside acquisitions, integrations and structural change where timelines are tight, scrutiny is high and the human impact is immediate. Where decisions carry weight and clarity matters.
Most recently, I led the marketing workstream for a major $540m global acquisition operating under intense regulatory constraint and public scrutiny. My focus was not just on integration readiness, but on narrative control, cross-functional alignment and protecting customer trust while the ground was shifting.
This work sat at the intersection of strategy, governance and human impact – ensuring that integration activity was not only operationally sound, but culturally and reputationally coherent.
Because in moments like these, how change is handled becomes part of the brand.
Shaping culture from the inside out
My foundation is in culture, behaviour change and organisational psychology. I began my career working in employer brand and workplace transformation, where I saw first-hand how culture drives performance – and how misalignment quietly erodes it.
That grounding still shapes how I approach transformation today. I don’t treat culture as a communications exercise or a values poster. I work with leaders to understand what is really happening beneath the surface – the unspoken dynamics, the inherited behaviours, the emotional contracts that exist whether they are acknowledged or not.
In recent years, I have deepened this work through executive study in organisational change at Cambridge Judge Business School, exploring power, influence, resistance, trust and the human cost of transformation. My work was recognised for its emotional intelligence, clarity and ability to translate theory into real-world practice – a reflection of how I naturally operate.
Sustainable change only happens when people feel safe, respected and clear. Everything else is theatre.
Driving growth in complex organisations
In my career, I found myself inside some of the world’s most complex enterprise environments – partnering with global technology organisations to reshape how they approached growth, client relationships and strategic accounts.
I led large-scale, multi-region programmes designed to shift perception, align sales and marketing, and unlock growth inside highly political, matrixed organisations. This work spanned Europe, the US and Asia, often in environments where trust was fragile and expectations were high.
What that taught me early on is something I still believe deeply:
Growth is rarely a capability problem.
It is almost always an alignment problem.
When people, incentives and intent are pulling in different directions, performance follows.
Transformation under pressure
Some of the most meaningful work I’ve done has been in moments of instability – leadership change, cultural fracture, commercial underperformance or strategic reset.
In these environments, my work has focused on stabilising systems, rebuilding trust, introducing structure where there is ambiguity, and helping leadership teams move from reactive to intentional.
This often means working inside tension: between old guard and new, founders and investors, global and local, ambition and reality. I’m comfortable in those spaces, and careful with them.
Learning to orchestrate global change
I grew up between cultures.
Born in the UK, raised in Spain, educated in an international school where languages, difference and cultural nuance were part of everyday life. Long before I entered the corporate world, I was already navigating what it means to live between systems, perspectives and ways of thinking.
That early experience shaped me more than I probably realised at the time. It made me comfortable with difference. Curious about context. Alert to what is said, and what is meant. It taught me that the same message can land very differently depending on where and how it is delivered.
That instinct has stayed with me throughout my career.
Much of my work now sits inside global, multi-region organisations – navigating localisation, governance, cultural nuance and regulatory variation across EMEA, APAC and North America. I’ve supported global rebrands, operating model change, systems transformation and narrative alignment across borders and time zones.
I’m comfortable working across cultures, and sensitive to how change lands differently in different contexts. What motivates one market can alienate another. What feels clear in one region can feel imposed in another.
What works in one market can quietly fail in another. Good transformation notices that.
Built on strong foundations
My professional life began in newsrooms. The kind where deadlines are real, facts matter, and stories have consequences.
I was young, inexperienced and suddenly immersed in a world of council chambers, courtrooms, inquests, protests, crime scenes and community politics. I learned quickly how to listen, how to ask better questions, how to read a room, and how to write with accuracy under pressure.
More importantly, I learned that behind every headline is a human story. That narratives shape perception. That language can steady people or unsettle them. That how something is framed can change how it is received.
That understanding of narrative, of how stories move people and influence decisions, has underpinned everything I’ve done since.
I bring that same discipline – clarity, integrity and respect for the human impact – to the work I do now.
Because how change is handled matters just as much as what is being changed.
Good change doesn’t need drama.
It needs judgement, emotional intelligence and respect for the people living through it.
That’s the work I do.
If this resonates with you and you’re navigating change – now or on the horizon – and want this kind of thinking at the table, I’d welcome a conversation.