Helping organisations turn capability into advantage.
I help leadership teams redesign how their organisation decides and works so that abundant intelligence translates into stronger customer relationships, growth and lasting performance.
A familiar organisational challenge.
For thirty years, I have worked with businesses trying to harness the commercial value of creative thinking. That meant understanding a business problem, bringing different capabilities together and changing how people worked so a better idea could become a better customer experience.
The resource is changing. The organisational challenge is familiar: having access to a powerful capability does not mean a business is equipped to benefit from it.
Experience behind the approach
My career has combined building and leading agency businesses in Southeast Asia with global client leadership at Omnicom and WPP, based in New York. That work has included Johnson & Johnson Consumer, Ford and Colgate-Palmolive.
Ford
At Ford, I led the agency team connecting the brand’s ambition to a different buying experience, including online reservations for the Mustang Mach-E. Our team subsequently won the CRM assignment and built the supporting systems, priority customer journeys and follow-up triggered by customer behaviour. We handed that work over to Ford to operate. Delivering the experience required connecting customer understanding with technology, financing and operations.
Colgate-Palmolive
At Colgate-Palmolive, I helped bring production planning earlier into brand and creative development, connecting regional and local needs with reusable assets, digital product models and shared delivery. We also agreed a commercial arrangement that allowed the agency to share technology-driven efficiencies above a defined threshold. Implementation was underway: changes to the workflow and the incentives were being developed together.
These were collective efforts involving client and agency teams. My contribution was to connect the customer ambition with the capabilities, decisions and commercial arrangements needed to deliver it.
Why Compounding
AI makes more intelligence available to more businesses. Its value depends on what happens next: which decisions change, who can act, how results are judged and what the organisation learns.
Through Compounding, I help leaders identify where those connections break down and redesign the working arrangements around them. Each round of work should improve performance and leave the business better equipped for the next.
I am now based in Kuala Lumpur, bringing global experience back to a region where I have built businesses and spent much of my career.