Position
I work at the intersection of organisations, environments, and capital.
Experience is treated here not as branding or design, but as infrastructure.
The systems that shape how people live, decide, recover, and perform over time determine whether ambition translates into lasting value or structural risk.
Experience is the system that decides whether environments perform or fail.
Track record
Over the past decade, I have worked with organisations operating at scale and under real constraints.
Experience across brands and environments including IKEA, CELINE, NEOM, Nobu, Dollar Shave Club, and Unilever spans strategy, operations, and real-world execution.
For Hudson Yards, I crafted a resident experience vision that elevates a vertical neighborhood into a sophisticated, human-centered community.
For Dollar Shave Club, I crafted a seamless member experience that elevates everyday grooming into a frictionless, premium ritual.
For Nobu Residences, I defined a global guest strategy that blends refined hospitality, cultural nuance and elevated residential living.
For NEOM, I created a future-living experience framework that unites community, mobility and wellbeing into one coherent, human-centered living architecture.
For CELINE, I shaped an omnichannel experience that fuses digital precision with the quiet intimacy of luxury retail.
For Changi Airport, I redesigned the passenger journey by transforming operational complexity into a fluid, human-centered travel experience.
For IKEA, I designed a global customer experience operating model that translates their democratic design philosophy into consistent, scalable everyday journeys worldwide.
For The Social Hub, I built a scalable guest experience framework that merges community energy with modern hospitality comfort.
For Suitsupply, I designed an end-to-end omnichannel experience that connects digital accuracy with the craftsmanship of in-store tailoring.
Focus
I engage early, helping leaders and investors assess whether ambition is matched by execution capacity before capital is deployed.
The goal is not better plans, but environments and organisations that can sustain performance once they are lived in, operated, and stressed over time.
Performance does not break at the surface. It breaks in the systems underneath.
When these systems are misaligned, experience degrades quietly and value erodes over time.
When they reinforce each other, performance compounds across behaviour, operations, and capital.
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Governance, incentives, decision rights, ownership models.
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How organisations, assets, and environments are actually run day to day.
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What the system is optimised for, often unconsciously.
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How people feel, behave, decide, and perform inside the system.
Engagement
I work selectively with founders, boards, developers, and investors where experience, capital, and operational reality must align.
If experience is expected to drive long-term value, it must be designed as infrastructure from the start.
