What I do
My career started on the revenue side of marketing: channel work, demand generation, leading teams and owning budgets, and beating pipeline targets along the way. Over time, I found myself less interested in the campaigns and more interested in the systems underneath them.
There’s a pattern to it. I notice where teams are quietly losing time, manual work that shouldn’t be manual anymore, no clear sense of what to tackle first, and I build something that closes the gap. Lately that’s meant building AI-native workflows on my own, without waiting on engineering.
The part of AI adoption I find most interesting is human, not technical: how a team actually folds these tools into real work in a way that feels useful and earns trust. I do my best work where the playbook is still being written, and I care as much about building teams people want to be on as I do about shipping the work.
That shows up most in how I lead. I led ANZ for nine months, built playbooks the team still uses, and I share what I build, so the AI workflows and systems run through the team rather than just me. I’m usually the person people come to when they want to think a problem through. I care about building high-trust teams as much as I care about the work, and Cisco recognised that people leadership with an award in 2023. I lead with the numbers too, not just reporting them but turning them into the call we make next.