I spent 15 years working at the highest levels of the creative industries. Turning cultural icons into profitable businesses. Running budgets. Making big calls.Strategy Director at VICE Media.
Managing Director of i-D Magazine.
General Manager of Atlantic Records.I was great at the rational stuff. Strategy was my superpower. The plan, the structure, the relentless forward motion.But something kept catching my attention.The challenge was rarely the knowledge, the skills, or the people. It came from the things we couldn't quite touch. The elephant in the room. The thing everyone knew and nobody said.And the bold moves, the brave decisions, the moments that actually moved things didn't come from the strategy deck or the spreadsheet. They came from instinct. Ideas people almost didn't say out loud. The knowing that was there before anyone could explain it.So I went looking for what was underneathI retrained as a coach. Studied psychology. Began working with the unconscious, the nervous system, instinct and intuition. The stuff beneath thinking that shapes everything above it.

Now I bring all of it into the room. The strategic thinking. The human insight. The ability to see what's really going on and work out what to do about it.

___ How I work

Hacks

You need to move fast. Something's stuck, an opportunity's live, a team needs to see something it can't quite see. I come in, read the room, and help you get to clarity. High intensity, high impact. Usually a day, sometimes two.

Where you might usually bring in a facilitator.

Projects

Something specific needs solving and it isn't shifting. We work on it together - thinking, challenging, going beneath the surface until it's resolved. No fixed timeline. No unnecessary process. We go until it's done.

Where you might usually bring in a consultant.

Coaching

Regular, dedicated time that's entirely yours. Structured but not rigid. We work at whatever level the moment requires. Strategic, personal, or somewhere in between. This is where the deeper shifts happen.

Where you might usually bring in a coach.

Retainers

You want someone in your corner. Not just for the scheduled conversation but for the moment something lands on your desk that needs a clear head. I'm that person. Available, reactive, always thinking with you. Monthly. Ongoing.

Where you might usually bring in a strategic advisor.

I bring both strategic rigour and human depth.

True Expertise

Twenty years across strategy, leadership and coaching. In agencies, startups, music, media, fashion and tech. Not dabbling but actually in the room, making the decisions, building the strategies, running the teams.A ten-thousand-hour strategist. A qualified, accredited coach. P&Ls managed, boards navigated, targets hit. I understand commercial reality, not from the outside looking in but from having lived inside it.Which means when you bring me your challenge, I’ve probably seen a version of it before. Not the same business or the same people, but the same shape. I know where to look.

My breadth is unusual.
My depth is real.

Unflinching Presence

I rose quickly and learned fast, often under pressure and without a map. I’ve moved between industries and contexts enough times to know how to find my footing anywhere. And I’ve spent ten years doing the kind of personal development work that many people talk about but few actually stick with.Which means I’m not easily rattled. Not by complexity, not by conflict, not by what you’re about to tell me. And not by what we find when we work deeply together.That steadiness is what makes it safe enough to go somewhere real and effective. But safe doesn’t mean comfortable. I’ll hold the space and I’ll hold you to it. I won’t let the necessary quietly disappear.

Refreshingly direct.
Relentlessly accountable.

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___ client stories

Leadership & Culture

For a brand new leadership team vision was more important than definition.

A senior leadership team had been rebuilt almost overnight following an abrupt departure at the top. Crossed wires and power struggles followed. The rational work was clear: accountability structures, defined remits, clear lines of comms. But what really solved the thing was building a shared vision they all felt part of. The tensions dissolved, not because we managed them directly but because we gave the team something bigger to pull towards.

business structure

The business made commercial sense. It was killing her energy.

A founder had built something unwieldy: multiple product lines, departments, commitments that had made sense individually but had lost coherence together. We cut things that were commercially viable but wrong. Not because the numbers said so, but because she already knew. The business got smaller and significantly more alive.

business development

The products were fine. The story she was telling herself wasn’t.

A senior leader wanted to sharpen her commercial offer. She’d convinced herself she was playing catch-up to her competitors was permanently on the back foot. The real work wasn’t product refinement, though we did that too. It was dismantling the underdog story and rebuilding it as an asset. Independence. Speed. Agility. She stopped competing and started owning what made her different.

strategy & innovation

They had something valuable. They couldn’t see it clearly enough to do anything with it.

Two founders had accidentally built something that had outgrown its original purpose. They sensed it could be something bigger but it kept stalling. What was stopping them wasn’t time or resource (which they originally approached me to help with). It was a deeper question about what they stood for and what they actually wanted to build. We worked on that first. The strategy followed.

CONFIDENCE & CLARITY

She had the vision. She just didn’t see herself in the role yet.

A senior director came to me behind on a major presentation, spinning her wheels. When we dug in, the strategy was already there. What was missing was her confidence to own it and stand in the room as the person who had the answer. We worked on that alongside the deck. She walked in, delivered it and earned a promotion as a result.

COMMUNICATION & CULTURE

They were building decks. They weren’t telling stories.

A leader came to me with what looked like a communication problem, her team’s output was functional, dense, uninspiring. In one session we reframed the purpose entirely. Decks aren’t for sharing information. They’re for moving people. Once the team understood that, everything changed.