The craft began with structure: learning to map industries, size markets, assess competitors, and build evidence before opinion, for clients ranging from startups to large global enterprises. Then a spell close to live operations, where real-time tracking and KPI dashboards met delivery schedules, and I learned that insight only counts when it changes what a team does next.

Insight became a production system. Directing 15+ consulting projects in parallel for global consumer goods and beverage brands, delivering 50+ executive dashboards and reports, and mentoring analysts taught me to manage the machine that produces analysis, not just the analysis itself, and to earn trust one deadline at a time.

Strategy became the day job, across two settings. Corporate Strategy: Identifying high-growth segments that launched new service areas, and conceptualizing an Intelligence Command Centre that standardized research practice and gave leadership earlier visibility into strategic signals across regions. Alongside it: benchmarking global peers, evaluating M&A opportunities through financial models, and building forecasting models on macroeconomic and firm-level indicators, then converting intelligence into execution-oriented recommendations.

Partnering with senior leadership on research-backed insights, client engagement priorities, market eminence, and practice growth: leading insight development, mentoring practitioners, and transforming complex findings into influential strategic narratives in a global, matrixed environment. In parallel, a deliberate upskilling arc: growing fluent with GenAI tools through hands-on pet projects, moving from writing prompts to directing AI coding agents, and letting that fluency reshape how I research, analyse, and tell the story.