London, England, United Kingdom
When a founding team gets explicit about what the company exists to deliver, something shifts. Decisions start to converge. Teams build from the same definition. Product, hiring, GTM, and investor narrative begin reinforcing the same idea. I've been inside that moment at the leadership level: at Checkout.com during hyper-growth. At Virgin Atlantic during a brand platform launch. At kevin. building the brand function from zero alongside the founders. At SThree rebuilding a global identity across 10+ countries. What those experiences share: brand was never the output. It was the system that made everything else move in the same direction. I work with founders and leadership teams at Seed–Series C companies – in-house, alongside, or embedded – to make that capability explicit and operational. Not brand as a campaign. Brand as the architecture decisions get made from.
I work with founders and leadership teams at Seed–Series C companies to clarify what their company exists to deliver – and make that explicit enough to guide decisions as the business grows. In practice this means working at the intersection of positioning, leadership alignment, and operating clarity. Not brand as a campaign. Brand as the system that makes decisions converge.
Built and scaled the brand function across marketing, design, content, comms, and PR, establishing brand as a leadership-level capability. Led development of company positioning, brand platform, and employer brand, embedding brand into leadership priorities, operating rhythms, and decision-making. Acted as strategic partner to founders during a critical growth phase. …
Rebranded global STEM specialist recruitment company SThree; new brand platform, visual & tonal identity, and launched the new brand across 10+ countries. The rebrand supported SThree's positioning as a global specialist – creating a coherent identity across markets and functions that had previously operated with significant brand inconsistency. …
Checkout.com was one of the fastest-growing fintech companies in Europe, and scaling from startup momentum to global infrastructure at the time of this role. I defined and embedded a new company positioning and brand strategy that gave leadership a shared definition to make decisions from: category launch, global scale, and talent acquisition all pulling from the same idea. This work marked the shift from product-led momentum to brand-led alignment as the organisation scaled. …
Operated at the intersection of brand, commercial, and creative leadership during the launch of Virgin Atlantic's new brand platform 'Depart the Everyday.' Managed a team of 6 and multiple agency relationships across design, video, and photography, while working directly with digital, sales, trade, CX, and global marketing functions across Hong Kong, Africa, and Delta Air in the US.