INDUSTRY: Aviation

WORK: Strategy, media planning

CONTEXT: In the aftermath of COVID-19, the aviation industry faced an unprecedented challenge: restoring confidence and demand while rebuilding commercial performance. For British Airways, the task was to maintain brand strength and emotional connection at a time when consumer sentiment was uncertain and travel behaviours were shifting. The strategic focus was on defending share of voice and reinforcing BA’s distinctive brand positioning as the airline of choice for both business and leisure travellers.

APPROACH: Working within WPP’s Wavemaker, I supported British Airways through a data-led brand and communications strategy that optimised marketing investment across channels. We balanced short-term performance with long-term brand equity, ensuring BA remained top-of-mind during the industry’s recovery.

ACHIEVEMENT: The campaign delivered a 12% uplift in brand consideration, improved post-pandemic travel intent, and supported BA in regaining share of voice leadership in key markets.

INDUSTRY: Aviation

WORK: Strategy, media planning

CONTEXT: After the pandemic grounded global travel, British Airways faced the task of reigniting people’s desire to fly - and to do so in a way that felt emotionally authentic rather than purely promotional. The challenge was to rebuild trust and excitement across diverse international markets, from the Middle East and Africa to Asia, North America and Europe, while uniting them under a single, human idea of connection.

APPROACH: The Friends & Family brand-building campaign positioned travel not as a luxury, but as a return to what matters most - the people and places we love. Through powerful storytelling, inclusive imagery and locally adapted executions, the campaign rekindled British Airways’ emotional equity and strengthened its role as the airline that brings the world closer together.

ACHIEVEMENT: The result was stronger brand image, higher engagement, and a tangible uplift in post-COVID travel interest across regions, driving a 15% rise in brand preference across key international markets.

INDUSTRY: Health-Tech

WORK: Brand naming, strategy, tactical execution, team management

CONTEXT: Berry Health, a UK tech start-up was trying to enter the Ghanaian market. The challenge was to establish credibility in a highly sensitive category, differentiate within an emerging digital health landscape, and build a brand architecture capable of scaling regionally.

APPROACH: After extensive diagnosis, I defined Berry Health’s brand positioning, architecture, and go-to-market strategy - aligning its product, communications, and user experience under a single, cohesive identity. The brand narrative was built on accessibility, trust, and innovation, reinforced through consistent creative and messaging frameworks across digital and offline touch-points.

ACHIEVEMENT: As brand creator and head of marketing, I directed strategy, execution, and performance across all activities, delivering a successful market launch and strong early traction. In the first year, the platform acquired 8,500 customers, growing +65% YoY, and establishing the commercial foundations for $350K in projected annual revenue. Today, Berry Health stands as Ghana’s leading online medical platform, with strong brand equity and a clear roadmap for continental expansion.

INDUSTRY: Automotive

WORK: Strategy, product launch, PR

CONTEXT: When Jaguar Italia set out to launch the XF Sportbrake, the challenge was clear: how to make a heritage luxury brand resonate with a younger, more dynamic audience without losing its hallmark sophistication.

APPROACH: Through refreshed marketing and PR activities, we transformed the launch into an aspirational narrative of modern luxury on the move. The campaign combined experiential test-drive events and influencer partnerships to bring Jaguar’s timeless craftsmanship into the world of a new generation of drivers.

ACHIEVEMENT: The result was increased engagement, renewed brand perception, and measurable growth in awareness and sales across key urban markets - including a 22% uplift in test-drive bookings during the launch window.

INDUSTRY: Arts and Culture

WORK: Strategy, brand naming, tactical execution, team management

CONTEXT: The National Trust sought to reimagine how it engages visitors across its properties - moving beyond traditional heritage interpretation to create experiences that emotionally and intellectually connect people with place.

APPROACH: In collaboration with the Trust team, I developed The Experiences Chart - a strategic and visual tool that served as a compass for curators, property teams, and communicators. The framework helped connect the Trust’s assets - from collections and properties to landscapes - with its brand values, translating them into tangible experiences such as temporary exhibitions and events.

ACHIEVEMENT: The framework strengthened internal alignment, encouraged creativity within realistic resources, and improved collaboration across properties - and received an internal satisfaction score of 4.6/5, reflecting how strongly teams valued having a shared framework to guide experience design.

INDUSTRY: Higher Education

WORK: Strategy, Brand Architecture, Communications

CONTEXT: Two of Oxford’s most ambitious innovation initiatives - the Entrepreneurship Centre and the Creative Destruction Lab - sought to strengthen their visibility and credibility within the global start-up ecosystem. The challenge was to develop distinct yet coherent brand strategies that positioned both programmes as world-class hubs for innovation, investment, and entrepreneurial excellence, while staying aligned with the university’s overarching brand framework.

APPROACH: Working within the marketing teams at Saïd Business School, I led the refinement of their brand architecture, messaging hierarchy, and visual communication approach. The strategy clarified audience segmentation and value propositions, enabling more targeted outreach to founders, mentors, and investors worldwide.

ACHIEVEMENT: The result was a marked increase in brand recognition, higher engagement from investors, and a strong uplift in the quality and volume of start-up applications, delivering a 35% rise in founder applications and a 20% increase in investor participation across the programmes..

INDUSTRY: AI

WORK: Strategy

CONTEXT: As part of AI Forge’s global incubator programme, the challenge was to help early-stage AI startups articulate their value beyond technology - turning complex, technical ideas into clear, compelling propositions investors and customers could understand. Many founders had groundbreaking innovations but lacked the brand strategy and market orientation needed to connect their product to real-world demand.

APPROACH: Through strategic guidance and hands-on mentoring, I supported founders in refining their positioning, defining their brand identity and sharpening product-market fit.

ACHIEVEMENT: The process helped transform raw concepts into investor-ready ventures with coherent brand identities and go-to-market strategies.

INDUSTRY: Tourism

WORK: Strategy, brand naming

CONTEXT: The Italian town of Chiusi, sought to attract new visitors and reposition itself beyond the traditional ‘Tuscan hill town’ narrative. The challenge was to craft a brand that could elevate Chiusi’s identity into something more evocative.

APPROACH: I developed Chiusi Mistica - a brand concept celebrating the town’s hidden beauty, its contemplative charm, and the mystical essence that connects past and present.

ACHIEVEMENT: The plan combined visual storytelling, experiential tourism, and cultural strategy to reposition Chiusi as a place of reflection and wonder.

INDUSTRY: Retail

WORK: Strategy, media planning

CONTEXT: L.O.L. Surprise! entered 2022 as a category leader facing a shifting media landscape and intensified competition from brands like Barbie and Lego. Declining TV effectiveness, rising costs, and audience fragmentation meant the traditional approach to reach and frequency was no longer sustainable. The challenge was to redefine how the brand connected with its core audience by building a more efficient, data-led, and culturally relevant communications strategy.

APPROACH: Collaborating with WPP’s Wavemaker, I helped develop a new media framework grounded in behavioural insights and time-spent analysis. The strategy rebalanced investment toward digital ecosystems and integrated culture-led activations across Roblox and TikTok to maintain brand salience.

ACHIEVEMENT: By aligning spend with attention and rethinking the role of each channel, the plan improved efficiency, defended share of voice, and re-established the brand as a cultural force - driving a 27% improvement in ROI and a 20% uplift in engagement across key digital ecosystems.