Strategy and creative for companies that still have something to say.
I work in the moment the question changes. Not how do we do this better, but what are we actually building, and does it still mean what we thought.
I work between brand, creative, and the cultural conditions that shape both. The throughline runs underneath the work, not across the surface.
I came up in luxury hospitality, shaping environments for luxury hospitality brands like Four Seasons, Ritz-Carlton, Waldorf Astoria and so forth. That world taught me something that stayed: the work that shapes an experience is mostly invisible. The story underneath. The systems nobody sees. The decisions a guest never notices but always feels.
I carried that into startups and consulting. The environments changed. The question underneath the work didn't. I read the conditions underneath a problem before anyone has named it correctly, set the story that organizes everything else, and build the systems that keep it coherent as it scales.
I work best with companies at inflection points. The ones people have actual feelings about. Scaling without losing their soul, or reclaiming a north star they have drifted from.
Writing is where I keep the point of view sharp. Essays on cultural diagnosis, on brand strategy, and on what makes a brand cohere when there is more of it.