Problem-solver sounds great, but generic, right?
But when you’ve worked across industries, on different problems, and worn different hats, it becomes a little difficult to define your work by just one thing.
So instead of organising this page by companies, I thought I’d organise it by the ways I think.
Sometimes the biggest breakthrough comes from questioning the first assumption.
A startup with a revolutionary product was struggling to convert customers. They had developed a greener alternative to synthetic ingredients used in beauty formulations, but despite aggressive outbound efforts, nothing seemed to work.
At first glance, it looked like a sales problem, but I wasn’t convinced that it was.
Instead, I went back to the beginning and questioned one assumption: Were we talking to the right people?
Rather than going through another round of market research, I dug into competitors – who they sold to, where they sold, the budgets of their customers, the risks those customers were willing to take, and the pain points they were actually solving.
That research uncovered something unexpected: our true target audience. With this, we changed the positioning, and then the conversion rates began to change as well.
Good systems make good work repeatable.
Imagine you’re a startup promising clients faster lead generation with higher-quality prospects. Every new client expects results quickly, and every new team member needs to be productive almost immediately.
How do you identify such leads in a short amount of time, such that you are able to retain your clients?
This would require building a system that could consistently find the right leads.
That meant researching markets, exploring databases, testing different approaches, and identifying patterns. Once those patterns became clear, I documented them in a structured playbook so anyone joining the team could follow the same process and continue improving it over time.
The result wasn’t just better lead generation – it was a way of working that could scale as the company grew.
Strategy isn’t about having all the answers. It’s about asking the right questions.
Healthcare is a crowded space. Clinics, hospitals, and health-tech startups all promise quality care. So how do you stand out?
The first step wasn’t creating content – it was deciding what the brand should become known for.
Through research, we identified convenience as the strongest point of differentiation – not just convenience of location, but convenience of time, expertise, and access to care.
You’ve got your base elements together – how do you now translate these into a workable content calendar? To define the content strategy, two things were important: what content do we share (or content pillars – the only things your brand can talk about) and how do we share it (storytelling).
The storytelling was the easiest to define – healthcare required the human touch. The content pillars needed to address three main areas: knowledge, expertise, and the product, for instance, facility tours and the introduction of new medical equipment (expertise) or how-tos for using the tech (product).
The research translated to concrete content pillars and an effective content strategy.
Constraints often force the most creative solutions.
Generating more than 250 personalised medical pages would once have been a months-long project. AI changed that – but it introduced a different challenge: How do you scale content without sacrificing quality, accuracy, or trust?
Rather than treating AI as the solution, I treated it as one part of a larger system.
I designed a page template that would combine medical information, SEO best practices, local search optimisation, and FAQs. I then built a prompt-and-template workflow to generate the first drafts, followed by a structured review process to ensure every page remained accurate, consistent, and genuinely useful to readers.
The project that would once have taken months was completed in weeks while maintaining the quality expected in healthcare.
How do you present strategic targets to busy executives and convince them to acquire these targets before they even know their name?
The most important thing is to convince decision-makers of the why – every recommendation had to connect strategy, market context, business fit, and future opportunity into a narrative that executives could quickly understand and evaluate.
The company changed every week, but the story always had to answer the same question: Why this one?
Let’s solve something together.
Every project begins with a question.
Maybe you’re trying to understand why your business isn’t growing, define your positioning, make sense of a market, build better systems, or simply untangle a problem that feels more complicated than it should.
If that sounds familiar, I’d love to hear about it.