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Every commercial result comes down to behaviour, whether that’s a customer’s, an expert’s, a sales team’s or a leadership group’s. My job is to understand the behaviour that matters most, then build the strategy that changes it.
I started in neuroscience. What fascinated me was how people actually make decisions, but the lab felt too far removed from the real world. I wanted to work with people rather than study them, to apply ideas rather than simply test them, and to have more room for creativity alongside analysis. Strategy turned out to be where those things met.
In my years as a strategist, I’ve found that most organisations already have access to more data, frameworks and recommendations than they can realistically use. The harder part is creating enough clarity, belief and alignment for people to act. Strategy only becomes valuable when the people responsible for delivering it understand it, support it and can put it into practice.
How well a strategy lands also depends a lot on context. Across developed and emerging markets, one of the things I enjoy most is seeing how differently people approach the same problem depending on culture and circumstance. It’s a useful reminder that what works in one context often doesn’t work in another.
Outside of work, I spend most of my time outdoors, often on the water. When I’m not at my desk, there’s a good chance I’m travelling, looking for wildlife, or planning the next adventure.