A woman with shoulder-length dark brown hair, wearing a black shirt and a tan sleeveless trench coat, standing outdoors in front of The Gherkin, in London, with modern buildings and trees in the background.

Built on strong foundations

I started my career in journalism, working in newsrooms where pace, perception, and the evolving media narrative shaped real-world outcomes daily. That early experience taught me how to influence, communicate under pressure, and unite people behind a cause.

It’s where I first learned that how you tell a story can inform what happens next.

Early agency work - where people meet purpose

At McCann Synergy, one of the UK’s most respected employer brand and workplace experience agencies, I worked at the intersection of business strategy, HR, and employee communications. It hardwired something in me early: when your people understand the direction, purpose, and their role in delivering it, they become your strongest asset. Yet this is still one of the most overlooked drivers of business success.

Panasonic, and a new way of seeing complexity

As lead agency partner for Panasonic Business, my role at Proctor + Stevenson supported the transition from hardware-focused messaging to a more integrated, customer-centric, solutions-led narrative. It sharpened my ability to connect the dots across with product positioning, regional go-to-market needs and to execute- skills that I’ve have carried into every project since.

Then came the strategic ABM years.

I joined Momentum ITSMA the agency widely credited with pioneering account-based marketing. I was part of the team that shaped and delivered some of the most well-known strategic ABM programmes for Microsoft, Dell, State Street, Nutanix, Oracle, Infosys, and Google and for other companies subsequently to want to “do what they did.” I helped drive change in how these companies approached sales and marketing alignment, how they built joint KPIs, how they shifted perceptions in key accounts, and how ABM became a tool for growth, retention, and transformation.

Agency life gave me something many in-house marketers don’t get: the chance to see inside dozens of large, complex organisations. I’ve worked across EMEA, the US, India, and China, across sectors like tech, finance, energy, compliance, manufacturing, insurance, and FMCG. The more I saw, the more patterns emerged, not just in what makes marketing effective, but in where it consistently falls short.

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From consultancy to in-house

After years of agency-side exposure, I went in-house, first to Exabeam, a US-based cybersecurity scale-up, where I led strategic ABM efforts during a key growth phase.

Then to GPA Global, where I stepped in during a period of significant transformation: 10 acquisitions, a shifting operating model from offshoring to near-shoring, and growing market pressure to lead on sustainability and innovation.

The brand architecture was fragmented. Many of the acquired businesses still operated independently, with stronger brand equity in-market than the parent brand. I led a strategic brand architecture and positioning project to unify these entities under the GPA Global identity.

Sustainability was core to GPA’s value proposition, but it lacked clear articulation. I led content strategy across ESG themes such as Scope 3 emissions, circular packaging innovation, and material transparency plus formal reporting. This work enabled GPA to better communicate its sustainability credentials - both to customers and across its supply chain.

Internally, the business needed a cohesive platform for communication. I developed and launched GPA’s first internal comms strategy, including a CEO-led engagement programme and a global intranet platform. What began as an idea on paper became a live, fully rolled-out system within three months, giving employees across continents a shared source of truth and culture.

Alongside this, I partnered with sales, IT, and operations to support the implementation of Microsoft Dynamics. I played a central role in the CRM and account planning overhaul, ensuring the new systems made it easier to identify the right customers, prioritise opportunities, and enable smarter cross-selling across the newly integrated business.

This wasn’t just marketing.

It was strategic integration, operational clarity, and cultural alignment that delivered at pace, in a complex, global environment.

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Most recently

I led the marketing workstream for the intended acquisition of CWT by American Express Global Business Travel - a $575m deal currently undergoing regulatory review.

This work spanned brand migration, customer communications, internal engagement, and alignment across multiple global teams during a high-stakes integration.

It reinforced what I’ve seen again and again: that marketing is most powerful when it’s not treated as a downstream function, but as a strategic operator in business-critical moments.

Why this matters

And with that exposure comes pattern recognition, I’ve seen the recurring blockers, blind spots, and opportunities across hundreds of teams. And I’ve learned what good can look like when brand, business, and people are truly aligned.

That’s the lens I bring to every conversation.

Because I don’t just “do marketing.”

I help businesses use it as a lever for lasting change.