Strategy is the easy part.

Most organisations I work with already know what needs to change. What they’re missing is the conditions to act on it: the commercial logic, the internal clarity, the decision that unlocks the rest.

I’ve spent fifteen years working at that junction: as an agency strategy leader and independent advisor, across B2B2C environments, multi-market organisations, and businesses where legacy and ambition are in productive tension. The work has ranged from repositioning brands that had equity but weren’t earning it, to building commercial arguments from the product up, to helping leadership teams move from aligned on direction to clear on what actually has to change.

My lens covers the full business: brand, customer, commercial drivers, and what the organisation can realistically execute. The gap between strategy and results almost always lives at their intersection, not inside any one discipline.

I work upstream, across functions, and stay inside the work long enough for the execution to talk back. That feedback loop is where most strategic value gets lost — and where I find it most useful to be.

What I work on

— Market position that has drifted or needs sharpening
— Commercial strategy that exists but hasn’t reached the market
— Marketing, sales and customer experience that aren’t connecting
— New offerings that need clarity before they go to market

How

Upstream first. Evidence-driven. Across functions. Not a framework hand-off, but the internal clarity and conditions that make growth repeatable. German-American by background, I think in systems, read cultural nuance, and do my best work where things are genuinely complicated.