WORK AND SERVICES
From strategic questions to practical action.
I help organisations understand what is changing, make the strategic choices that follow, and turn those choices into action across the organisation.
Three connected areas of work
Strategy, brand and culture are usually managed apart. In reality, each shapes the others — and a mandate that begins in one still has to work with the whole.
STRATEGY + EXECUTION
BRAND STRATEGY +
ACTIVATION
CULTURE + ORGANISATIONAL ALIGNMENT
I help organisations read what's changing: markets, customers, competitors, capabilities, and make the hard choices that follow.
Direction becomes priorities, measures and clear responsibilities. This is more than an ambition, it is a basis for deciding what to do differently.
I use brand as a management tool, not just an identity.
Inside the organisation, it turns strategy into a shared organising idea that guides decisions across all levels and functions.
Outside the organisation, customers and other stakeholders experience the organisation more consistently, strengthening distinctiveness, connection, trust and long-term value.
Strategy isn't real until people understand it, see their role in it, and act on it.
I work with leadership, HR and teams across functions, levels and geographies. I use participation and dialogue to build the understanding, ownership and capability needed to apply the direction in daily decisions and behaviour.
Clients work directly with me throughout the mandate, from the first questions and strategic choices through to implementation.
Stronger when connected
Strategy, brand and culture, can each stand on their own, and I'm glad to help with just one. But something different happens when they're done together.
Set a strategy while involving the people who'll carry it out, and you don't just get a direction. You get something owned, workable, and something people are already engaged with before it's even finished.
Do the brand work alongside it, and that direction stops living only in a document. It becomes something people can feel, and put into their own words.
Roll both out together, whether the organisation has fifty people or fifty thousand, and people start to feel part of the same thing. That's usually where culture actually begins to shift, not because anyone announced it, but because enough people are already acting from the same shared direction.
From understanding to action
UNDERSTAND + CHOOSE
– Look outward and inward: markets, customers, stakeholders, competitors, technology and organisational capabilities.
– Challenge assumptions and decide where to focus, including what to stop doing. These conversations are hard to have internally.
– I make those conversations possible, so the organisation reaches well-informed choices, even the difficult ones.
ENGAGE + IMPLEMENT
– Translate direction into strategies, priorities, measures and clear responsibilities, so people know exactly what changes for them.
– Build real ownership through participation. People who help shape a direction stay engaged, stand behind it, and implement it well.
– Put it into practice through brand, culture, customer experience and behaviour, until it genuinely shows up in daily decisions.
How I work with you
Strategy does not begin with a presentation or end with one
Grounded
in reality
My role is not to present a theoretical answer and leave the organisation to determine whether it can be implemented.
I work with the people involved to develop something that can be understood, applied and used in their everyday reality.
Knowledge from across the organisation
Structured involvement draws on knowledge from customers, markets and operations.
It reveals obstacles early and builds the real ownership that turns agreement into action.
Building lasting capability
I train the people who support implementation, not just those doing it directly.
That way, translating strategy and brand into daily work becomes a capability the organisation keeps.
I stay personally involved throughout, and make sure the organisation keeps the capability once the mandate ends.
"Built with, and owned by the organisation."
Ways of working together
Every mandate starts the same way: understanding your situation before proposing anything. From there, the shape of the engagement depends on what's actually needed.
I lead the mandate.
For a defined strategy, brand or transformation challenge, I take direct responsibility for the work, from direction through implementation.
I advise the board or leadership team.
For decisions that need an experienced, independent perspective, without taking over delivery.
I lead your team from within.
For organisations with internal capability I take direct responsibility for the work as part of the team, not apart from it.
I provide senior capacity for a defined period.
When an organisation needs experienced leadership for a specific phase, without creating a permanent role.
Location isn't a constraint.
I'm based in Barcelona, Spain, but the mandate usually isn't. When a mandate needs someone on the ground, I relocate for its duration, wherever that is.
Selected work
Different situations, one connected approach
BKW (Switzerland)
Energy and utilities · Strategy, brand and organisational transformation
BKW was preparing for the opening of the Swiss energy market, and needed to become more competitive and customer-focused. What began as a request for a new logo became a full transformation mandate. I led the strategic work, developing guiding principles that shaped design, communication and behaviour, introduced to the organisation's top 500 managers.
Aimia / Groupe Aeroplan (Canada)
Loyalty, data and marketing services · Canada · Integration and shared direction
Following acquisitions and mergers in Canada, the US, UK, Italy and Chile, Groupe Aeroplan needed to bring different businesses and cultures together under one identity.
I contributed to the research, positioning and naming work, drawing on 42 stakeholder interviews and input from over 100 employees.
Euro Pool System (Europe)
European fresh supply chain, reusable packaging · Strategy rollout and organisational alignment
Euro Pool System needed to turn its strategic direction into coordinated action across Europe.
I led the development of one-page strategy and execution plans and brand application workshops across all regions and most functions. This connected direction to daily decisions and behaviour.
SOS Children's Villages International
Global NGO, 130+ countries, 30,000+ employees · Brand strategy and corporate leadership
As Global Communications Director and head of one of five global functions in a 130+ country, 30,000+ employee matrix organisation, I led the global brand strategy development and was part of the leadership team shaping corporate strategy.
A participatory process gathered input described as 2,000 voices from across the organisation, building one shared brand direction across very different local realities."
Experience across sectors
energy
healthcare
pharmaceuticals
education
financial services & insurance
technology
NGOs and not-for-profit organisations
airlines
logistics
construction
retail and consumer goods
culture and entertainment
the public sector
Beyond these sectors
These are examples, not boundaries.
More than 25 years in consultancy have taught me how to get to grips with a new sector quickly: its market, customers, operating realities and unwritten assumptions.
I combine that understanding with experience and perspectives from other industries, bringing a fresh view without losing sight of the context.
When direction needs to be shaped,
shared and put into practice
If you have a strategy, brand or transformation challenge that requires clear choices, organisational alignment and practical implementation, I would be interested to hear about it.
A first conversation is an opportunity to understand the situation, what the mandate needs to achieve and whether I am the right person to help.