This site is built around how I work, not just what I've made. After 20 years leading creative across agencies, multinationals, and international organisations, I've found that the thinking behind the work matters as much as the output. Both are here.
My career has been built in demanding environments — agency creative departments, multinational briefs, crisis communications, under-resourced NGO campaigns. That context sharpened something important: the ability to lead without ideal conditions. To hold creative standards when timelines, budgets, and politics push back. To build team trust fast and deliver anyway.
I am selective about where I put my energy — not because I'm precious about it, but because I've learned that alignment between creative vision and organisational values is what produces work worth making. That's what I look for in a collaboration, and what I bring to it.
I take the work seriously. I take the people doing it seriously. And I believe that creative leadership — done well — is one of the few things that can make a business genuinely better, not just look better.
How I lead
I've managed creative teams in agency environments, multinational structures, and crisis conditions. What I've learned about leadership in those contexts isn't theoretical — it's the result of making decisions under pressure, with real stakes, for real clients.
The teams I work with best are the ones where difference is treated as a resource. Multicultural, cross-disciplinary, with people who push back and make the work harder to get wrong. I don't want agreement in a creative room — I want rigour.
The principles I lead by:
Integrity — I only take on work I can stand behind, and I only work with people I can be honest with. That filters out a lot, and it's worth it.
Curiosity — Every brief is an opportunity to understand something I didn't before. I bring that to the team and I expect it back.
Courage — I defend ideas that matter and I tell clients what I actually think. That's not always comfortable, but it's why they come back.
Connection — I design for people, not markets. The audience is always a human being first.
Respect — For talent, for time, for process. Shortcuts in creative work always show up eventually.
Purpose — Alignment on what the work is actually for is non-negotiable at the start of any collaboration. Everything else follows from that.
Growth — I run teams where learning is ongoing and mistakes are examined, not buried. That's how standards rise.
Resilience — Not as a personality trait to advertise, but as something built through twenty years of delivering under conditions that weren't ideal. It's quiet and it's practical.
The best creative work I've been part of happened when everyone in the room — client, team, partner — felt they had something real to contribute. That's the environment I build. That's what I'm looking for in a permanent home.
"I found some kind of new confidence, a new inspiration about leadership, and where I wanted to go, while also broadening my perspective and my understanding of the industry."
— Featured on the Berlin School of Creative Leadership website