About
I work with governments, regulators, and complex organizations to design innovation capability that can be sustained over time.
My focus is not on individual initiatives, programs, or tools. It is on how institutions make decisions under uncertainty, how those decisions are governed, and how strategy is translated into ways of working that endure.
This work sits at the intersection of strategy, experience, culture, and systems, particularly in environments where complexity, scale, and accountability matter.
How I work
Much of my work involves designing decision environments, settings where leaders can navigate complexity, surface assumptions, and make consequential commitments without oversimplifying the reality they operate within.
These environments are experience-led, but not performative. They are designed to support sensemaking, alignment, and action in contexts where traditional planning and analysis are insufficient.
Facilitation is a tool within this work. The objective is to help organizations build the conditions for better decisions, clearer accountability, and sustained execution.
What this looks like in practice
In practice, this work often focuses on questions such as:
How does innovation move from activity to institutional capability?
Where do decisions about priority, funding, and risk actually sit?
How do leaders align without collapsing complexity into false certainty?
What allows strategy to survive leadership change, political cycles, or organizational scale?
The answers are rarely technical. They are structural, cultural, and systemic.
Background and perspective
My professional background spans strategy and organizational transformation, large-scale operations, and world-class performance environments.
Before working in advisory and consulting contexts, I spent over two decades in complex creative systems including as a principal artist with Cirque du Soleil and as part of the original creation and long-running operation of The House of Dancing Water.
These environments required extreme coordination, disciplined execution, and real-time adaptation under pressure. They shaped how I think about systems, leadership, and performance at scale, not as abstraction, but as lived experience.
I later worked in senior organizational roles within large enterprises, including leading human resources and transformation initiatives in complex hospitality operations. This grounded my understanding of how strategy, culture, and systems interact in live organizations, where consequences are immediate and visible
Who I work with
Governments and public sector institutions
Regulators and policy-driven organizations
National champions, SOEs, and large enterprises
These organizations operate under unique constraint; political, regulatory, societal and require approaches to innovation that balance ambition with responsibility.
Focus today
My current focus is on building scalable innovation capability platforms. I am seeking to build approaches that can be reused, adapted, and governed across contexts rather than reinvented for each engagement.
This includes designing operating models, decision frameworks, and experience-led mechanisms that help organizations absorb complexity, integrate emerging technology responsibly, and translate ambition into execution.
The goal is institutional resilience and adaptability.
Innovation becomes meaningful when it influences how organizations decide, govern, and deliver. Not just how they generate ideas.