Still not sure what I was trying to say with this hand gesture, but it seemed important at the time.Position
I (39) work at the intersection of organisations, environments, and capital.
My focus is execution readiness. Not as a phase after strategy, but as a prerequisite for growth, transformation, and investment decisions.
Most ambition fails not because the vision is wrong, but because the systems expected to carry it cannot.
Where ambition meets operational reality
Track record
For over a decade, I have worked with organisations operating at scale and under real constraints.
My experience spans Celine, IKEA, NEOM, Nobu, Dollar Shave Club, and Unilever, across strategy, execution, and operational reality.
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 work on organisational systems behind complex environments, real estate platforms, and scaled operations.
I engage early, helping leaders and investors assess whether ambition is matched by execution capacity.
The goal is not better plans, but systems that can actually hold.
Execution does not fail at the surface. It fails in the layers underneath.
When these layers are misaligned, execution degrades quietly.
When they reinforce each other, performance compounds.
-
Structure, governance, incentives, and decision rights.
-
How work actually flows. Pace, accountability, coordination, and friction.
-
What the organisation optimises for, explicitly and implicitly.
-
How leadership, safety, agency, and ownership are experienced day to day.
Engagement
I work selectively with founders, board members, and investors on questions of execution readiness and organisational risk.
If ambition, capital, and operational reality must align, I am open to a conversation.
