What I do
As a business strategist and transformation leader, I design systems, put them in place, and then make them better. I know how a program should run, but crucially, I also know how to make an organization believe in how it should run.
I’ve built and honed global operating models, architected new solutions, and grown and developed teams.
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I like to ask people what they actually do when they sit down at their desks. Do they open a browser tab to check email? Do they have spreadsheets in the background? Who are they talking to on their first Teams call of the day, what are they trying to achieve, and what do they do after clicking “Leave”?
Ask me the same, and I’ll tell you that I greet my inbox—zeroed at the end of the previous day—with one hand on the mouse and the other hovering over the keyboard. I consult Gantt charts and make adjustments so they reflect today’s reality, not months-ago aspirations. I test the latest iteration of an AI automation tool, with my agent updating a changelog in the background. I am trying to achieve growth; I am bringing the business to the next level.
I stand up and get a snack. I come back to my desk.
On Teams, I speak with a steering committee about the global rollout of a new pricing model, using evidence from my team—plus a healthy dose of data-driven analysis—to gain executive buy-in. I raise the blinds to let the afternoon light in, and I type, creating a business requirements document to elevate our automation app from a handy tool to a critical and scalable product.
I update my team, and I close the laptop and go for a walk.