How I Work

What is made visible must first be made meaningful.

Meaning must be shaped before it can be built.

Much of the most consequential work happens before a brief exists — when direction is still forming, stakes are unclear, and decisions made quietly will shape everything that follows.

My work sits at the intersection of strategy, narrative, and experience — where decisions shape what becomes possible, and where clarity protects both creative integrity and organizational investment.

I work with institutions, leaders, and organizations when they are navigating high-visibility initiatives and need clarity around direction, narrative, and intent before moving into execution.

This work is strategic, deliberative, and upstream — designed to ensure that what gets made later is coherent, meaningful, and worthy of the investment it will require.

The Public Narrative & Experience Framework™

At the core of my consulting practice is The Public Narrative & Experience Framework™ — a strategic methodology developed through years of designing end-to-end experiences for large-scale campaigns, institutional initiatives, and public-facing milestones and landmarks.

The framework supports leaders in making clear, confident decisions before committing teams, budgets, and reputational capital.

Phase 2: Narrative Definition

What story are we committing to?

Once the decision space is clear, we define the narrative logic that will guide everything downstream.

This is not messaging or copy — it is strategic narrative:

• how the initiative positions itself publicly

• what it asks audiences to understand or feel

• what meaning it claims or resists

At this stage, leaders are able to choose direction with intention rather than momentum.

Phase 1: Framing

What decision are we actually making?

We begin by clarifying what is truly at stake.

This phase surfaces the underlying tensions, constraints, and assumptions that often sit beneath an initiative — but are rarely named explicitly.

The outcome is a shared understanding of:

• the real decision in front of us

• what success actually requires

• what risks or trade-offs must be consciously accepted

Phase 4: Stewardship (Selective)

When the moment demands continuity of authorship.

While my advisory practice is rooted in pre-execution strategy, I occasionally continue downstream as Designer, Executive Producer, Creative Director, or Event & Brand Experiences Architect for initiatives with significant public, cultural, or institutional impact.

In these cases, my role shifts from defining direction to stewarding it — ensuring that execution honours the decisions made upstream and that integrity is maintained across the full arc of the work.

This level of involvement is selective by design.

Phase 3: Experience Translation

If this is the direction, what does it require?

Here, narrative intent is translated into experience principles and strategic guardrails.

This phase ensures that future execution — across design, programming, events, or campaigns — remains coherent and aligned with the original intent.

The result is clarity about:

• what must be protected

• what cannot be compromised

• what the organization is (or is not) ready to support

When Engagement Becomes Necessary

This work most often becomes relevant when institutions are:

• preparing for a major campaign, launch, or public-facing initiative

• navigating ambiguity, complexity, or internal misalignment at a senior level

• making high-stakes decisions that carry reputational, cultural, or institutional consequence

• seeking clarity on direction and narrative before committing to execution

• wanting an external strategic partner with deep creative and experiential judgment

This work also extends to supporting event-led place branding and positioning, particularly where cities, regions, or institutions are using major events, convenings, or cultural moments to shape public perception, signal values, or articulate a future-facing identity.

In these contexts, the work often sits at the intersection of:

• narrative strategy

• experience design

• cultural diplomacy

• and long-term place or institutional positioning

Some engagements conclude once strategic direction is established. Others evolve into advisory or creative leadership roles through execution.

Both outcomes are intentional.

A Note on Design and Making

I began my career as a designer, and design remains central to how I think.

For many years, my career has been visible primarily through creative and experiential work—campaigns, public initiatives, and institutional moments that eventually take form in the world.

Alongside that visible work, a quieter thread has been developing: supporting leaders upstream.

Across my advanced postgraduate studies in international contexts, cross-sector practice, and long-term engagement with leaders navigating complex public initiatives, a consistent focus has emerged: clarifying narrative, direction, and consequence before execution begins. The aim is to design strategic guardrails in narrative & experience architecture, so that the execution phase is worthy of all the investment it will require.

This long arc of practice has now taken clearer shape as a strategic advisory approach grounded in what I call the Public Narrative & Experience Architecture Framework™—a way of aligning narrative, strategy, lived experience, and long-term stewardship at moments when institutions are making decisions that carry real public weight.

The case studies and writings I’ve begun to share reflect work that has been tested in practice over time, now simply becoming more visible.

I’m looking forward to continuing this work with institutions navigating complexity, change, and possibility.

Contact

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