Adidas to Zacco … Some of the companies I have worked with over recent years, supporting their business leaders on strategy, innovation and transformation … what they did, and the impact
February 26, 2026
I’ve worked with many organisations around the world – almost 300 companies in 50 countries during my 35 years in business. Adidas to Airbus, Arla and Asahi … to Vodafone and Volkswagen, Yildiz and Zacco.
So I decided to look back over more recent years at some of the companies I have supported, typically working with their business leaders on their strategies, innovation and transformations – as static advisor to boards, coach and inspiration to CEOs, and facilitator of executive and project teams.
So what have they done, and what impact did it make?
Adidas (Germany)
Adidas has shifted from being product‑centric to digitally oriented, prioritising direct‑to‑consumer channels, embracing data analytics to personalise customer experiences and forecast trends. Adidas also innovated with sustainable products, including materials made from recycled ocean plastics and ambitious climate targets. Organizational transformation included streamlining global supply chains, integrating automation, and fostering cross‑functional collaboration. Leadership focused on shortening product launch cycles, testing agile methods in design and marketing, and expanding e‑commerce capabilities. Strategic partnerships with athletes and cultural icons reinforced brand relevance among younger audiences. Operational advances included inventory optimization, enhanced CRM platforms, and AI‑driven demand planning. Adidas’s reinvention emphasized both sustainability and responsiveness, enabling the company to better navigate market disruptions and consumer shifts. My role: Working with VP Marketing and his team on a 5 year strategy for the business, bringing trends and ideas from adjacent sectors, and facilitating strategic thinking, new innovations and specific focus on achieving leadership in running category.
Airbus (France)
Airbus has doubled down on digital transformation and sustainability over recent years. The company, a collaboration between European partners, applied digital twin and predictive analytics across design, testing, and manufacturing, reducing errors and accelerating delivery times. Airbus embraced advanced materials and fuel‑efficient engines to lower environmental impact, while developing research programs for hybrid‑electric and hydrogen propulsion. In production, Airbus digitized assembly lines and implemented collaborative robotics to increase precision and responsiveness. Culture shifted toward cross‑disciplinary innovation, empowering engineers and software experts to work together on autonomous systems, AI applications, and real‑time analytics. Strategic ecosystem partnerships with suppliers, airlines, and startups improved supply chain agility. Airbus also invested in pilot training simulators driven by VR/AR to improve safety and efficiency. These integrated initiatives strengthened Airbus’s leadership in aerospace innovation. My role: Exploring future scenarios, and driving a culture of “pioneer” innovation, for the VP Commercial Development and his teams from across the world. This including keynotes and roundtables, bringing together commercial and technical leaders from across the world.
Al Ghurair (UAE)
Al Ghurair has grown as an innovative family business, from fishing in Dubai Creek to a become a regional leader, with integrated technology and sustainability across diversified operations. In food processing, digital quality control systems were implemented to ensure consistency and compliance with global standards. Now led by CEO John Lossifidos, but with family board members still actively involved, the group expanded supply chain automation, enabling real‑time tracking and inventory management across manufacturing and logistics. Partnerships with global technology providers enhanced manufacturing execution systems. Al Ghurair embraced smart building technologies in real estate, deploying energy‑efficient systems and IoT‑driven facility management solutions. Leadership nurtured a culture of innovation by establishing cross‑business innovation cells to identify opportunities for automation and data‑driven decision‑making. Environmental stewardship was reinforced with water recycling and energy optimization projects. Across sectors, the organization advanced digital literacy programs to upskill teams, enabling better use of analytics and process optimization. These integrated efforts strengthened Al Ghurair’s position as a diversified MENA leader focused on sustainable growth. My role: Working with CEO and executive team to develop new purpose and vision over a series of workshops, and strategic development. This was then translated into business unit innovation projects, from new education to retail propositions, auto franchises and financial services.
Aramco (Saudi Arabia)
Aramco has evolved from a conventional energy producer into a technology‑led energy enterprise. The company embraced digitalization across exploration, drilling, and refining through AI, advanced sensors, and predictive analytics to optimize production and reduce downtime. Aramco invested in carbon reduction technologies, including carbon capture, utilization, and storage (CCUS), and research in low‑carbon fuels and hydrogen. Operations incorporated real‑time data platforms connecting upstream and downstream functions, improving visibility and efficiency. Workforce development programs equipped engineers and technicians with skills in automation and data science. Strategic partnerships with global energy and technology firms accelerated innovation in petrochemicals and next‑generation materials. Aramco’s integrated strategy balanced traditional operations with forward‑looking energy solutions, reinforcing safety, sustainability, and competitiveness. Leadership cultivated an innovation mindset, encouraging experimentation and collaboration with startups and research institutions. My role: Exploring future megatrends, and strategic innovation opportunities, through a series of keynotes and workshops for senior leaders. In particular this looked at diversifying the business in practical and profitable ways, aligned with KSA’s Vision 2030
Arçelik/Beko (Turkey)
Arçelik has become a pioneer in smart, connected appliances, moving from local Turkish brand to global challenger. The company launched IoT‑enabled products that integrate with home ecosystems, offering remote diagnostics and predictive maintenance. Digital design and rapid prototyping accelerated product innovation cycles. Arçelik invested in sustainable manufacturing, deploying energy‑efficient production lines, waste reduction systems, and lifecycle assessments to shape eco‑friendly product development. Partnerships with tech firms enhanced software capabilities and user experiences. The organization adopted lean principles and data‑driven supply chain optimization. Cross‑regional innovation hubs enabled global collaboration and faster market adaptation. Workforce transformation programs focused on digital skills and cross‑functional teaming. These efforts strengthened Arçelik’s position as a technology‑forward appliance maker that balances sustainability, connectivity, and customer‑centric design. My role: Strategic brand building and marketing, working with the leadership team over a number of years, considering brand identity resonance by marketing, strategic brand narrative building to drive communication, and also including support for the Beko brand launch worldwide.
Arla Foods (Denmark)
Denmark’s Arla advanced dairy innovation centred on sustainability and nutritional science. The company implemented blockchain‑enabled traceability from farm to consumer, improving transparency and quality assurance. Arla developed new high‑value functional dairy products tailored to regional markets, leveraging consumer data analytics. Environmental initiatives included methane reduction programs and regenerative agriculture practices with farmer partners. Digital platforms empowered farmers with real‑time herd management and yield forecasting tools. Supply chain transformation integrated predictive logistics and waste‑reduction technologies. Leadership championed collaborative innovation with universities and nutrition institutes, resulting in scientifically differentiated products. Internal transformation focused on cross‑functional teams to accelerate R&D and commercial rollout. Through technology, sustainability, and consumer insight integration, Arla reinforced cooperative value for members and strengthened global market relevance. My role: Exploring new categories beyond dairy products, in response to the global trend towards healthier and dairy-free alternative foods. Key was to align consumer trends with value creation opportunities. This also extended to new business models, including direct to consumer sales.
Asahi (Japan)
Asahi has transformed from traditional brewing into a diversified beverage innovator. The company advanced product development using consumer behavior analytics, launching premium and low‑alcohol segments tailored to global tastes. Asahi deployed automation and advanced quality control in production facilities to maintain consistency and flexibility. Strategic acquisitions expanded geographic reach and brand portfolio. Asahi’s sustainability roadmap prioritized water‑efficient operations and renewable energy adoption. Digital marketing platforms enhanced customer engagement and e‑commerce penetration. Cross‑cultural innovation teams accelerated product localization for key markets. Internal initiatives improved agility, breaking silos between product, marketing, and distribution teams. These efforts strengthened Asahi’s brand relevance while balancing tradition with forward‑looking beverage innovation. My role: Accelerating brand and portfolio growth into growth markets, with particular focus on Europe, working with the regional leadership team to explore new possibilities, learn from similar industries, and explore new opportunities to enhance the consumer experience rather than just focus on product sales.
Aster Textile (Turkey)
Aster Textile has evolved into one of Turkey’s leading apparel manufacturing and design partners for global fashion brands. The Kocali family-owned company’s transformation centred on vertical integration, digital production planning, and speed-to-market capabilities. Investments in automation across cutting, sewing, and finishing improved efficiency, quality consistency, and scalability. Aster strengthened its design-to-delivery model by integrating product development, fabric sourcing, sampling, and logistics within a coordinated digital workflow. AI-driven demand planning and real-time production tracking enhanced responsiveness to fast-changing retail cycles. Sustainability became a strategic priority, with initiatives in water reduction, renewable energy use, certified materials, and traceable supply chains. Workforce development focused on technical expertise, lean manufacturing, and continuous improvement culture. Through innovation in operations, sustainability, and customer collaboration, Aster Textile positioned itself as a high-performance, export-driven apparel manufacturer aligned with global brand standards and evolving environmental expectations. My role: Over the last 10 years, I have become the strategic business partner to the family and executive team, including facilitating, structuring and shaping, their regular business strategy approach. This has been instrumental in moving the business to more profitable focus, including becoming the design and production partner of brands like Hugo Boss, Lacoste and Zegna.
Azercell (Azerbaijan)
Azercell has modernized its telecom offerings with major investments in 4G/5G infrastructure and digital services. The company introduced mobile financial services and integrated platforms for streaming and productivity apps, improving customer stickiness. Azercell implemented data analytics to optimize network performance and personalize customer experience. Automation and self‑service digital channels reduced operational costs and improved responsiveness. Strategic partnerships with global tech firms enhanced cybersecurity and IoT capabilities. Workforce transformation programs increased digital literacy and agile working practices. Community outreach initiatives strengthened the brand’s socio‑economic impact, supporting digital inclusion projects and startup ecosystems. These integrated innovations helped Azercell lead telecom and digital services evolution in a competitive regional landscape. My role: Working with CEO and leadership team to develop a new corporate strategy, including business purpose and vision, strategic priorities and financial aspirations, and innovation blueprint. This was set in the context of the merger of fixed and mobile telecoms companies in the country, and the alignment of their leadership and operations.
Bayer (Germany)
Germany’s leading pharma business Bayer reshaped its R&D engine to accelerate breakthroughs in human health and crop science. The company integrated digital biology and computational design to improve drug discovery and agricultural product development. Data science platforms empowered cross‑disciplinary teams to analyze complex datasets faster. Bayer embraced precision agriculture technologies, including sensors and satellite analytics, improving farmers’ yields while reducing environmental impact. In health sciences, telehealth and AI‑aided diagnostics enhanced patient insights and commercial strategies. Sustainability commitments guided product lifecycle planning and reduced ecological footprints. Organizational transformation emphasized integrated planning and cross‑portfolio teams to improve time‑to‑market. Leadership cultivated partnerships with biotech startups and research institutions to accelerate innovative pipelines, positioning Bayer at the intersection of science, technology, and global needs. My role: I worked with the CMO and team to explore what it means to build stronger brands in the pharma market, to be customer (patient)-driven. This explored the role of corporate versus product brands which have typically dominated, but have limited life given patent expiry. We explored how to build a brand around humanity rather than scientific products, focused on benefits of health and living bear lives.
Biocodex (France)
Biocodex focuses on scientific innovation in probiotics and pharmaceuticals. The company invested in R&D to develop microbiome-focused therapeutics and functional nutrition products. Advanced clinical research platforms enabled faster product testing and evidence-based positioning. Biocodex implemented digital supply chain tracking to ensure quality and traceability from production to market. Leadership encouraged cross-disciplinary collaboration between scientists, marketers, and regulatory experts to accelerate commercialization. Strategic partnerships with universities and biotech startups enhanced innovation capabilities. The company also embraced sustainability in packaging and responsible sourcing of raw materials. Internally, workforce development emphasized data literacy and research methodology skills. These integrated transformations strengthened Biocodex’s global footprint, improved product differentiation, and reinforced its position as a leader in probiotic innovation and health-oriented solutions. My role: I worked with the leadership team to explore how to build blockbuster brands in the pharma sector (like Viagra) which have a cultural and consumer impact. This was a keynote plus series of workshops to rethink consumer insight, brand narratives, and go-to-market strategies.
Bolton Group (Italy)
Italy’s Bolton Foods has modernised its operations and expanded its international footprint. Key innovations included automation of production lines, AI-powered demand forecasting, and advanced quality control systems. The company implemented digital supply chain management to optimize logistics across Europe and emerging markets. Leadership emphasized product innovation in confectionery, snacks, and spreads, leveraging consumer insight analytics to guide new offerings. Sustainability initiatives focused on energy-efficient factories, packaging reduction, and ethical sourcing of raw materials. Workforce development programs encouraged cross-functional collaboration and innovation culture. Strategic partnerships with retailers and distributors improved market responsiveness and shelf visibility. By integrating technology, sustainability, and consumer-driven innovation, Bolton strengthened its position as a leading European food company, capable of quickly adapting to evolving consumer trends while maintaining operational efficiency and product excellence. My role: I worked with CEO and senior leadership to propose a new foresight capability across the business, to drive longer yet strategy and decision making for growth. This was based on learning from other companies in food, and beyond, and how it could practically connect to the strategy, processes and culture of the Bolton Group.
BNP Paribas (France)
BNP Paribas has transformed into a digitally enabled financial powerhouse. The bank invested in AI and advanced analytics to enhance risk management, customer insights, and fraud detection. Digital channels were expanded for retail, corporate, and investment banking, improving accessibility and personalization. Leadership promoted innovation hubs for fintech collaboration, encouraging agile development of products such as mobile payments, digital wealth management, and sustainable investment solutions. Internal operations were streamlined with cloud adoption, automation of back-office processes, and enhanced cybersecurity protocols. Corporate culture shifted toward digital literacy, cross-functional teamwork, and continuous learning to support innovation. Environmental, social, and governance (ESG) factors were embedded into business strategy, from lending criteria to product offerings. These transformations strengthened BNP Paribas’s global banking leadership, improved customer experiences, and enabled rapid adaptation to evolving financial markets. My role: I worked with senior management to explore how to embrace new digital tools, platforms and processes into their client relationship management.
Bonnier (Sweden)
Bonnier has accelerated its media transformation from traditional publishing into a diversified digital content leader. Core innovations included digital subscriptions, multimedia storytelling, and mobile-first content strategies. Data analytics and AI were leveraged to personalize reader experiences and optimize content distribution. Bonnier expanded into digital education, streaming platforms, and niche media markets, creating new revenue streams. Leadership emphasized agile operations and cross-functional teams to speed content creation and marketing. Sustainability and corporate responsibility guided digital adoption and publishing ethics. Internal digital training programs enhanced employee skills and innovation capabilities. Strategic partnerships with tech platforms and startups strengthened Bonnier’s reach and engagement. Through these initiatives, Bonnier evolved from a conventional media company into a forward-looking, audience-centered digital content innovator with diversified offerings across multiple channels. My role: I worked with Bonnier leadership team, and some of their subsidiary companies, to explore the changing world of media, building an understanding and desire in leaders for digitally-enabled transformation, the power of data, and how to transform experiences.
CNN/Discovery (USA)
Discovery has expanded into streaming platforms, social media integration, and interactive news formats. AI-powered content recommendation systems improved personalization for viewers. Leadership invested in newsroom automation and collaborative production tools to enhance efficiency and real-time reporting. Strategic partnerships with tech firms supported innovations in mobile and OTT distribution. Internal cultural transformations encouraged cross-platform storytelling, data-driven decision-making, and agile content production. Initiatives in multimedia journalism, virtual reality, and live analytics increased engagement and strengthened brand authority. Key brands like CNN’s own digital transformation reinforced its relevance in a competitive media landscape, allowing faster adaptation to audience behavior while maintaining editorial integrity and global reach. My role: I supported the CMO of CNN in building a case for transformational change within the new media business, understanding new technology possibilities and consumer behaviours. A series of keynotes and workshops facilitated this process.
Campari (Italy)
Campari has embraced innovation in premium spirits and global brand expansion. The company developed new product lines, limited editions, and mixology-driven innovations to capture changing consumer tastes. Digital marketing strategies, e-commerce platforms, and AI-driven consumer insights enabled more targeted campaigns. Operationally, production efficiency was enhanced through modernized distillation processes and supply chain automation. Leadership emphasized sustainability in packaging, water usage, and energy efficiency. Strategic acquisitions broadened geographic presence and diversified brand portfolio. Workforce programs focused on innovation culture, cross-functional collaboration, and consumer-centric thinking. By integrating technology, sustainability, and creative marketing, Campari strengthened its competitive position in the spirits industry, improved consumer engagement, and reinforced its global premium brand identity. My role: I worked with the senior leadership of Campari Group, including the CEOs of each regional market, with focus on the leadership challenges in reinventing the business for a rapidly changing world where new tech-enabled channels deliver new types of experiences to new audiences.
Canon (Japan)
Canon has shifted from conventional imaging to diversified technology solutions. The company invested in industrial equipment, medical imaging, and networked printing technologies. Digitalization initiatives included AI-powered image processing and automation of manufacturing lines. Leadership promoted R&D collaboration, leading to innovations in optics, sensors, and software integration. Canon embraced sustainability in product design and operations, including energy-efficient devices and recycling programs. Strategic expansion into new markets and business segments strengthened resilience amid declining camera sales. Workforce development focused on technological literacy and cross-functional innovation. Canon’s transformation emphasized adapting legacy strengths in optics to emerging digital and industrial technologies, maintaining its leadership while driving future-ready innovation across multiple sectors. My role: 12 years ago I worked with their European CEO to create a new type of industry event, to position Canon as thought leader, and reach its customers customers. As an example, the Future Book Forum is now in its 10th year, and has been designed and hosted by me every year, bringing together 300 global leaders of the book publishing industry.
Carrefour (France)
Carrefour has accelerated transformation toward omni-channel retail and digitalization. The company implemented e-commerce platforms, home delivery, and click-and-collect services. AI-driven inventory management improved stock accuracy and customer satisfaction. Leadership focused on sustainability, reducing food waste, and promoting local sourcing. Store layouts were optimized using analytics, and loyalty programs became more personalized. Partnerships with fintech, delivery, and logistics startups enhanced operational agility. Internal cultural changes encouraged cross-functional collaboration and data-driven decision-making. Carrefour also introduced private-label innovations and smart retail technologies, including self-checkout and automated logistics. Through these initiatives, Carrefour evolved into a digitally connected, customer-centric retail leader with an emphasis on convenience, sustainability, and operational excellence. My role: Working with C suite and senior leadership to understand the key global trends in retail, in particular new hybrid models emerging from Asia, and how to apply them to different audiences, formats and geographies.
The Coca-Cola Company (USA)
Coca-Cola has accelerated its shift toward a total beverage company model. Innovation expanded into low-sugar drinks, functional beverages, premium water, and ready-to-drink coffee. Digital transformation strengthened data-driven marketing, AI-enabled demand forecasting, and connected bottling operations. Leadership streamlined the brand portfolio and restructured global operations for agility and efficiency. Sustainability initiatives focused on recyclable packaging, water stewardship, and carbon reduction across the supply chain. Workforce programs emphasized growth mindset, digital capabilities, and cross-market collaboration. Strategic partnerships enhanced e-commerce and direct-to-consumer engagement. By integrating brand innovation, operational simplification, and sustainability, Coca-Cola modernized its business model while strengthening global responsiveness to shifting consumer preferences. My role: Working with leadership teams in each region to understand what it means to be consumer-centric, and driving innovative go-to-market strategies for each country team.
Cisco (USA)
Cisco has transitioned from hardware-centric networking to a software, subscription, and cybersecurity-driven model. Core innovation areas included cloud-native networking, AI-powered security platforms, and edge computing solutions. Leadership emphasized recurring revenue models, ecosystem partnerships, and platform integration. Operational transformation included supply chain digitization, predictive analytics, and cloud-enabled collaboration tools. Sustainability programs targeted energy-efficient networking equipment and carbon-neutral goals. Workforce initiatives strengthened software engineering, cybersecurity expertise, and agile product development. Strategic acquisitions accelerated innovation in security and observability. Cisco’s transformation positioned it as a resilient, platform-oriented technology leader capable of delivering secure, scalable digital infrastructure for enterprises navigating cloud and hybrid environments. My role: Multiple keynotes for Cisco for internal and customer audiences, showcasing the changing nature of business models, and ways in which they can collaborate in new ecosystem-based approaches to drive profitable growth.
Cognizant (USA)
Cognizant has intensified its focus on digital engineering, AI integration, and cloud transformation services. Core initiatives included industry-specific digital platforms, automation-driven IT modernization, and cybersecurity solutions. Leadership emphasized operational simplification, performance accountability, and client-centric innovation. Investments in talent reskilling strengthened expertise in AI, cloud architecture, and agile methodologies. Sustainability initiatives included green IT advisory and energy-efficient delivery centers. Strategic partnerships with hyperscalers expanded service capabilities. Organizational restructuring improved responsiveness and execution speed. Cognizant’s transformation positioned it as a digitally native, engineering-led services firm delivering end-to-end enterprise modernization in a rapidly evolving technology landscape. My role: Helping Cognizant leadership teams, particularly in Europe to see the more strategic challenges of their client businesses, how they can enrich their tech-based consulting to have more impact strategically and in driving value creation.
Coty (USA)
Coty’s beauty and fragrance portfolio has grown dramatically following its acquisition of Procter & Gamble’s beauty brands. It has focused on organizational restructuring and global strategy and transformed its beauty and fragrance portfolio through innovation and digital marketing. Product development focused on premium and niche brands with influencer-driven campaigns. E-commerce platforms were enhanced, and AI analytics guided consumer insights for personalized offerings. Operational improvements included automation in manufacturing and streamlined supply chain management. Leadership fostered cross-functional collaboration between R&D, marketing, and digital teams. Sustainability initiatives included eco-friendly packaging and responsible sourcing. Strategic acquisitions expanded brand reach and global footprint. Coty’s cultural transformation encouraged agility, creativity, and faster market response. Through these integrated initiatives, Coty repositioned itself as a modern, innovative, and consumer-centric leader in the global beauty industry. My role: over multiple years was to help the CEOs of different business units to develop new growth strategies, based on changing markets, and innovative consumer experiences. This included the launch of the Philosophy brand, and new ventures using DTC models.
DP World (UAE)
DP World has modernized port operations and logistics through digital transformation. Key innovations included AI-enabled cargo tracking, automated container handling, and smart port infrastructure. The company integrated predictive analytics for operational efficiency and energy optimization. Leadership promoted partnerships with global technology providers and shipping firms to enhance supply chain reliability. Internal culture emphasized innovation, safety, and workforce upskilling. DP World also invested in digital trade platforms and IoT connectivity to improve trade visibility. Sustainable practices, including energy-efficient equipment and emissions reduction programs, were adopted. These transformations strengthened DP World’s position as a global logistics and trade enabler, combining technology, operational excellence, and sustainability to meet evolving international commerce demands. My role: Understanding the strategic opportunities of DP World beyond port operations, into the broader logistics business, and business growth more broadly, and thereby how to develop more strategic partnerships for clients.
Eczacıbaşı (Turkey)
Eczacıbaşı has accelerated innovation across healthcare, building products, and consumer goods. Key transformations included R&D investment in pharmaceuticals, smart bathroom solutions, and hygiene technologies. Leadership promoted digitalization in manufacturing, predictive maintenance, and product lifecycle management. Sustainability initiatives encompassed water efficiency, renewable energy, and circular economy practices. Workforce programs focused on innovation culture, agile project execution, and digital skills. Strategic collaborations with global partners enhanced R&D and market reach. Eczacıbaşı’s integrated transformation positioned it as a technologically advanced, sustainability-conscious industrial and healthcare leader in Turkey and regional markets. My role: Working with CEO and leadership teams over a number of years, to bring a global perspective to the organisation’s thinking, learning from global practices, driving new strategy and innovation in key areas, most specifically in Vitra, their homewares business.
Endesa (Spain)
Endesa has accelerated its transformation into a renewable energy leader. The company invested heavily in wind, solar, and hydroelectric projects while modernizing grid infrastructure with smart meters and digital monitoring systems. AI and predictive analytics optimized energy distribution and demand forecasting. Leadership emphasized energy efficiency programs for consumers and businesses, including digital platforms for real-time consumption insights. Internal culture prioritized sustainability and innovation, creating cross-functional teams to drive project execution. Endesa also pioneered energy storage initiatives and green energy solutions for industrial clients. Strategic partnerships with technology providers and municipalities supported digital grid modernization. By integrating clean energy, technology, and customer-centric services, Endesa evolved from a conventional utility into a digital, sustainable, and innovation-driven energy company, aligning operational excellence with environmental stewardship. My role: Over multiple years, working with VP and leadership team in the Renewables area to accelerate new business model thinking, and a shift to energy management, enabling more effective mix of energy sources, and accelerated sustainable impact.
Electrolux (Sweden)
Electrolux has embraced smart home and IoT-enabled appliances. The company introduced connected products allowing remote control, predictive maintenance, and integration with digital assistants. Innovation extended to energy-efficient technologies, recyclable materials, and circular economy practices. Manufacturing processes were automated and optimized using AI-driven predictive analytics. Leadership fostered cross-functional innovation labs to accelerate R&D and integrate design thinking across product lines. Strategic collaborations with tech startups enabled digital service models and subscription-based offerings. Employee development programs strengthened digital literacy and agile project execution. Electrolux also focused on sustainability in packaging and logistics. These transformations enhanced consumer experience, improved operational efficiency, and positioned Electrolux as a global leader in smart, sustainable, and digitally connected home appliances. My role: I worked with the Electrolux Asia leadership team to bring a more consumer-centric approach to the business and marketing strategies, moving from product to consumer driven thinking, innovation and planning.
Everllence Group (Germany)
Everllence Group, formally MAN Energy Systems, have modernised their business hugely. Core transformations included digitalization of client reporting, AI-driven portfolio analytics, and advanced risk management systems. Leadership promoted cross-asset collaboration and integration of alternative investments, including private equity, real estate, and venture funding. Sustainable investment strategies were embedded in client portfolios, guided by ESG analytics. Workflow automation improved operational efficiency, while digital platforms enabled real-time investment tracking and decision-making. Knowledge-sharing programs enhanced employee expertise across global offices. Strategic partnerships with fintech providers strengthened service offerings and client engagement. These transformations positioned Everllence as a forward-looking wealth management leader, balancing innovation, sustainability, and operational excellence while providing high-quality, data-driven investment solutions. My role: Inspiring the top 50 leaders to think different about their role from an engine maker to an ecosystem orchestrator. This included keynotes, and multi-day workshops to understand how to make the transformation, both in terms of strategy and internal processes/capabilities.
FEMSA (Mexico)
Mexico’s FEMSA has transformed its retail and beverage businesses through technology and innovation. Convenience stores leveraged digital payment systems, loyalty apps, and data-driven merchandising strategies. Beverage operations implemented smart production technologies, quality monitoring sensors, and automated distribution logistics. Leadership fostered collaboration between technology, operations, and marketing teams to enhance efficiency and customer engagement. Sustainability initiatives included energy-efficient store designs, water management, and packaging reduction. Strategic partnerships with tech providers enhanced e-commerce and last-mile delivery capabilities. Workforce programs promoted digital literacy and agile project management. These initiatives enabled FEMSA to modernize operations, strengthen customer experiences, and integrate sustainability with digital innovation across retail and beverage sectors, reinforcing its leadership in Latin America. My role: Having previously worked with group strategy and culture teams, I most recently worked with CEO, and leadership team, of OXXO, the world’s fastest growing convenience store chain, rolling out rapidly across South and North America. In particular we focuses on the transformation governance and management, to driving capital allocation that delivers short and long-term business results, enabling brand building with adaptive local implementation.
GSK (UK)
GSK has in recent years refocused R&D and commercial operations toward vaccines and pharmaceuticals innovation. The company adopted AI-driven drug discovery, advanced data analytics for clinical trials, and precision medicine approaches. Leadership emphasized cross-disciplinary collaboration and global partnerships to accelerate research pipelines. GSK implemented digital supply chain monitoring and automated manufacturing systems for improved efficiency. Sustainability initiatives included green chemistry practices and energy-efficient production. Workforce development programs enhanced scientific expertise, digital skills, and agile project management. Strategic alliances with biotech startups expanded innovation capabilities. These efforts transformed GSK into a more agile, science-driven, and digitally enabled healthcare company capable of rapidly responding to global health challenges. My role: Working with VP marketing to drive a patient-centric culture change across the organisation, from drug discovery to medical teams, sales and marketing, access and operational teams. This included consider new types of services to enhance the patient experience beyond blockbuster drugs, and working with health partners – HCP to hospital owners – to do this together.
Holcim (Switzerland)
Holcim has embraced sustainable construction and innovation in building materials. Core transformations included carbon-efficient cement production, alternative fuel utilization, and smart batching technologies. Digital platforms optimized supply chains, predictive maintenance, and quality control. Leadership emphasized collaboration between R&D, engineering, and operations to develop low-carbon, high-performance materials. Internal programs focused on sustainability literacy and agile project execution. Strategic partnerships with construction and infrastructure firms enabled integrated, sustainable project delivery. Holcim also promoted circular economy initiatives in waste reuse and material recycling. These innovations positioned Holcim as a leader in sustainable, technologically advanced construction solutions, combining operational efficiency, environmental stewardship, and industry innovation. My role: I have worked with Holcim for over 20 years, most recently with the CEO and CFO in developing their new sustainability-based business strategy, and capital markets day presentation. I have also worked extensively with business unit leaders in USA and Europe, helping them to reframe their business around innovative construction rather than commodity cement.
Henkel (Germany)
In recent years Henkel has transformed its adhesives, beauty, and laundry care businesses through digitalization and product innovation. Smart adhesives, sustainable detergents, and eco-friendly packaging were key initiatives. Leadership encouraged data-driven R&D, agile product development, and cross-market knowledge sharing. Manufacturing processes were digitized with automation, predictive maintenance, and energy efficiency. Strategic partnerships expanded innovation in materials science and chemical technologies. Workforce programs enhanced technical expertise, digital literacy, and innovation culture. Sustainability practices were embedded into production and supply chains. Henkel’s transformation strengthened its global leadership in consumer and industrial solutions while driving innovation, environmental responsibility, and operational efficiency. My role:: I was specifically asked by the group CMO to bring new thinking about brand strategy, with brands built around consumers rather than products, which led to a shake-up in their sales and marketing approach, and reorganisation of portfolio around consumer applications rather than product types.
Iberdrola (Spain)
Iberdrola has in recent years became a high growth global renewable energy innovator. Leadership prioritized large-scale wind and solar projects, smart grid deployment, and digital energy management platforms. Predictive analytics optimized energy production and distribution, while customer-facing platforms enabled real-time monitoring and smart solutions. Cross-functional innovation teams advanced energy storage and grid modernization initiatives. Sustainability programs included carbon reduction targets, biodiversity protection, and energy efficiency measures. Strategic partnerships with tech firms enhanced energy management and smart solutions. Workforce development focused on renewable energy expertise and digital capabilities. Iberdrola’s transformation reinforced its leadership in clean energy, combining innovation, sustainability, and operational excellence to meet the demands of the global energy transition. My role: Over last 5 years I have worked with senior leaders to bring a a more strategic perspective to their business, rethinking business models based on value shifts and changing agendas. In particular, we focused on a new 5 year roadmap which is continually updated.
IMF (USA)
The International Monetary Fund has modernized global financial research, risk assessment, and advisory services through digital and AI-driven platforms. Leadership emphasized predictive analytics for macroeconomic forecasting, real-time data integration, and scenario modeling. Operational efficiency was enhanced with workflow automation and cloud-based collaboration tools. Sustainability initiatives focused on climate risk modeling, green financing advisory, and ESG integration. Workforce development emphasized economic analytics, data literacy, and agile collaboration. Strategic partnerships with governments, development institutions, and fintech firms enhanced impact and reach. IMF’s transformation positioned it as a modern, technology-enabled, and innovation-driven institution, providing timely, data-informed economic guidance to member countries worldwide. My role: I have worked with them over last three years to bring a more commercial, strategic perspective to their challenges, how to embrace megatrends in their longer-term thinking, and to take a more business rather than government-driven approach to policy.
Keba (Austria)
Keba has advanced industrial automation and digital solutions for manufacturing and financial services. Core innovations included robotics integration, IoT-enabled machine controls, and software platforms for automated production monitoring. Leadership emphasized predictive maintenance, remote diagnostics, and smart factory solutions to improve efficiency and reduce downtime. Strategic partnerships with technology companies enabled accelerated R&D and global market penetration. Employee development programs focused on digital literacy and agile project execution. Sustainability initiatives included energy-efficient machinery and waste reduction in production. Keba also developed customized automation solutions for banking, logistics, and industrial clients. By combining technology, operational excellence, and client-focused innovation, Keba strengthened its reputation as a leading provider of intelligent automation solutions, enhancing productivity and competitiveness across multiple industries. My role: Working with C-suite team to understand the opportunities of AI in their robotics business. While the business are already experts in data and digital tech, my role was to help them explore how AI can transform business processes, and those of their clients, for example, the future of warehousing, logistics, shipping.
Koç Group (Turkey)
Koç Group has embraced digital transformation across its diversified holdings in automotive, energy, and finance. Leadership implemented AI, analytics, and automation in manufacturing and supply chains. Strategic investments in renewable energy and e-mobility initiatives modernized its automotive operations. Koç Group fostered innovation labs and cross-functional teams to accelerate product development and market responsiveness. Digital banking platforms and fintech partnerships enhanced financial services offerings. Sustainability programs targeted energy efficiency, waste reduction, and responsible sourcing. Employee upskilling focused on technology adoption and agile ways of working. By integrating digital innovation, sustainability, and operational excellence across sectors, Koç Group strengthened its leadership in Turkish and regional markets, positioning the organization for long-term resilience and growth. My role: Working with C-suites of multiple business units (most recently, Energisa, the leading energy company in Turkey) to hope them see the opportunities of working more collaboratively across the group, recognising key issues in common despite being in very different sectors. This included keynotes, strategy workshops, and group transformation projects.
McKinsey & Company (USA)
McKinsey has long been at the forefront of business advice to CEOs, but has accelerated its digital, analytics, and sustainability capabilities in recent years. The firm expanded its technology consulting, AI solutions, and data-driven transformation services. Investments in proprietary analytics platforms enhanced client delivery in strategy, operations, and ESG advisory. Leadership modernized governance, risk management, and cultural accountability. Digital collaboration tools improved global knowledge sharing and project execution. Workforce initiatives emphasized diversity, innovation culture, and advanced analytics training. Strategic acquisitions strengthened capabilities in software implementation and sustainability consulting. McKinsey’s transformation reinforced its evolution from traditional strategy consultancy to an integrated transformation partner combining analytics, digital engineering, organisational change, and sustainability expertise at global scale. My role: Providing inspiration to partner teams from around the world, to open their thinking beyond conventional expert areas, to explore how businesses are shifting, both corporate and start-ups, and to challenge their institutional approach.
Microsoft (USA)
Microsoft has transformed itself from a software-centric company into a cloud and AI-driven enterprise. Core innovations included Azure cloud expansion, AI integration across products, and platform interoperability. Leadership fostered a growth mindset culture, emphasizing collaboration, customer-centricity, and agile development. Teams adopted DevOps and data-driven decision-making to accelerate software delivery. Strategic partnerships with startups, enterprises, and governments enhanced AI and cloud solutions. Sustainability initiatives included carbon neutrality, renewable energy adoption, and circular device programs. Digital transformation initiatives extended to Microsoft 365, Teams, and LinkedIn, enabling remote collaboration and productivity. Workforce programs upskilled employees in AI, cloud, and cybersecurity. These integrated innovations positioned Microsoft as a global technology leader, combining operational excellence, digital innovation, and societal impact through sustainable, transformative technology solutions. My role: Over 5 years I worked with the CEO and exec team of their Enterprise Business division, helping them to establish a new approach to corporate clients, built on strategy co-creation, rather than product selling. This enabled their sales and technical teams to build more strategic and deeper client relationships, and embedded a lasting Gamechanger methodology in their business.
Minibea Mitsui (Japan)
Minibea Mitsui is focused on precision engineering, automation, and IoT integration in automotive components. Leadership emphasized smart manufacturing, predictive analytics, and robotics deployment to improve production efficiency and quality. Innovation initiatives included lightweight materials, energy-efficient production processes, and advanced testing systems. Workforce programs emphasized digital skills, technical expertise, and agile collaboration. Sustainability initiatives targeted energy optimization, waste reduction, and eco-friendly materials. Strategic partnerships with global automotive OEMs and technology providers expanded innovation and market reach. These transformations strengthened Minibea Mitsui’s position as a technologically advanced, reliable, and sustainable industrial partner in precision manufacturing. My role: A series of workshops with top 50 global business leaders to understand the changing business world, learn from adjacent industries, develop new strategies and innovative business models, and leadership capabilities.
Nestlé (Switzerland)
Nestlé is reshaping its portfolio toward health, nutrition, and premiumization. Innovation focused on plant-based products, medical nutrition, personalized supplements, and functional foods. Digital tools enhanced consumer insights, predictive demand planning, and direct-to-consumer channels. Leadership streamlined underperforming categories while investing in high-growth segments. Sustainability transformation included regenerative agriculture, recyclable packaging, and net-zero commitments. Manufacturing modernization improved efficiency through automation and advanced quality control systems. Workforce development emphasized scientific expertise, digital skills, and cross-category collaboration. Strategic acquisitions strengthened health science capabilities. By aligning innovation, sustainability, and operational excellence, Nestlé evolved from a traditional food conglomerate into a science-driven nutrition, health, and wellness leader. My role:Most recently, I worked with Nestle Purina CEO and team, the world’s largest pet food business, to reimagine their go-to-market business strategy, in particular using my Nexus methodology and creating a ecosystem of partners to support pet-owner communities.
NBK (Kuwait)
The National Bank of Kuwait has modernised retail and corporate banking through digital innovation. Core initiatives included mobile banking apps, AI-driven customer insights, and digital payment platforms. Leadership streamlined operations with automation in back-office processes and risk management. Data analytics enabled personalized client experiences and proactive financial services. Sustainability-focused programs were introduced in lending policies and corporate social responsibility initiatives. Strategic collaborations with fintech companies expanded product offerings and service efficiency. Internal transformation emphasized digital literacy, agile methodologies, and cross-functional team collaboration. These initiatives enhanced client engagement, operational efficiency, and innovation capability, positioning NBK as a forward-thinking financial institution within the Gulf region. My role: Over 3 years I was invited by NBK’s CEO to annually share the best new ideas in financial services with the broader leadership team of the bank. This included deep dives into emerging competitors and peers around the world like DBS, Nubank, Revolut and Webank. This was then embedded through multi-day innovation workshops focused on specific opportunities.
Novartis (Switzerland)
Novartis has reshaped itself into a focused, innovation-driven medicines company. The transformation centered on advanced therapies, gene and cell treatments, and AI-enabled drug discovery. Digital technologies improved clinical trial design, regulatory processes, and manufacturing efficiency. Leadership streamlined the portfolio, divesting non-core assets to sharpen focus on high-value innovative medicines. Sustainability initiatives addressed access to medicines, carbon reduction, and responsible manufacturing. Workforce transformation emphasized data science, agile R&D collaboration, and cross-functional innovation. Strategic biotech partnerships strengthened the development pipeline. By aligning scientific excellence with digital acceleration and organizational simplification, Novartis repositioned itself as a high-performance, research-led pharmaceutical leader built around breakthrough therapies and operational discipline. My role: Working with the Chief Medical Officer, to bring a more commercial and more patient-centric approach to their drug development and delivery processes, including across the business. This was a mic of keynotes and workshops.
NTT Data (Japan)
NTT Data is today a global IT services giant, and ranked as one of the world’s top 50 most innovative companies. Core initiatives included cloud migration services, AI-enabled analytics, and cybersecurity solutions. Leadership encouraged agile project execution, cross-border collaboration, and client co-creation. Automation, robotic process automation (RPA), and predictive analytics enhanced efficiency and scalability. Sustainability initiatives included green data centres and energy-efficient IT operations. Strategic partnerships with global technology companies facilitated advanced solutions for healthcare, finance, and public sector clients. Workforce development focused on digital skills, innovation culture, and knowledge-sharing programs. Through these integrated strategies, NTT Data strengthened its position as a global leader in IT services, offering innovative, sustainable, and technology-driven solutions across diverse industries. My role: Over the last 4 years I have worked with NTT Data teams in USA and EMEA to build a client-centric mindset in their leadership teams in each business unit. In particular this meant deep dives into target sectors, like data centres, infrastructure, entertainment, to understand the emerging client needs, and how the business can respond in a more integrated and solution-driven way for more impact.
OCP (Morocco)
OCP is the nation’s largest company, and has evolving from phosphorus mining to fertilizer production through technology and sustainability. Innovations included digital crop analytics, precision agriculture platforms, and AI-enabled soil monitoring for optimized fertilizer use. Operations were modernized with automated production, predictive maintenance, and energy efficiency programs. Leadership fostered cross-functional innovation teams to accelerate product development and service offerings. Strategic partnerships with agritech startups and research institutions enhanced global competitiveness. Sustainability initiatives focused on water conservation, emissions reduction, and circular economy principles. Employee programs emphasized scientific training, digital literacy, and agile project management. These transformations positioned OCP as a global leader in sustainable fertilizer solutions, integrating technology, environmental stewardship, and operational excellence to support agricultural productivity worldwide. My role: Working over last 6 months with Chairman and executive team to develop a new business strategy – purpose, vision, strategic pillars, portfolio management, goals and KPIs – and then cascaded to the top 50 leaders. This was complimented by strategy and innovation workshops for each business unit, transferring key skills and tools like scenario planning, strategic decision making, customer propositions, innovation management.
OECD (France)
OECD, a government-driven international organisation based in Paris, has embraced digital transformation to enhance global economic research, policy advisory, and data dissemination. Core initiatives included AI-powered analytics, interactive dashboards, and open data platforms for member countries. Leadership fostered cross-departmental collaboration, agile project execution, and global stakeholder engagement. Operational improvements included automated data processing, cloud-based research platforms, and enhanced visualization tools. Sustainability initiatives focused on green data centers and environmentally responsible operations. Workforce programs emphasized digital literacy, policy analytics, and innovation culture. Strategic partnerships with international institutions, think tanks, and technology providers improved research reach and impact. OECD’s transformation strengthened its role as a globally relevant, digitally enabled, and innovation-focused economic advisory organization. My role: Over the 3 years I have worked with the senior leaders to develop a more practical and applied approach to OECD initiatives, moving from policy to practical support and implementation to governments and business communities around the world.
Orascom (Egypt)
Orascom is a leading Egyptian business in telecom, construction, and technology operations. Key innovations included AI-driven network optimization, digital service platforms, and advanced construction technologies. Leadership fostered agile project teams and cross-functional collaboration to accelerate product and service delivery. Operational efficiency improvements included automated workflows, predictive maintenance, and integrated project management platforms. Sustainability initiatives encompassed energy-efficient infrastructure, smart building solutions, and environmental compliance programs. Strategic partnerships with global tech firms enhanced service offerings and market reach. Workforce development programs focused on digital skills, innovation culture, and entrepreneurial thinking. These transformations reinforced Orascom’s position as a diversified, technologically advanced conglomerate in Egypt and the region, combining innovation, operational excellence, and sustainability. My role: Examples of my projects in recent years include a c-suite workshop to develop the business model for new town developments like El Gouna on the Red Sea; and also with newly acquired businesses like the Weitz Company in USA, how they can drive growth in their local markets while benefiting from Orascom’s global reach and resources which are key for delivering large, highly profitable infrastructure projects.
Oracle (USA)
Oracle has shifted to a cloud-first, AI-driven technology strategy. Core innovations included autonomous databases, integrated cloud applications, and AI-enhanced business analytics. Leadership fostered a culture of innovation, cross-functional collaboration, and rapid product deployment. Automation and predictive analytics optimized customer service, infrastructure management, and security. Strategic acquisitions expanded cloud capabilities and market penetration. Internal transformation emphasized digital literacy, agile development, and knowledge sharing. Sustainability initiatives focused on energy-efficient data centers and carbon reduction strategies. Oracle also strengthened developer ecosystems and enterprise partnerships, accelerating adoption of cloud-native and AI solutions. These transformations positioned Oracle as a leading provider of integrated, intelligent, and sustainable enterprise technology solutions worldwide. My role: I was asked by CHRO to build a leadership accelerator, that would provide a series of provocative challenging sessions for their business unit leaders around the world, and also support in making these happen. These were delivered fully online, but with team workshops and one-to-one leadership support.
Pasha Group (Azerbaijan)
Azerbaijan’s Pasha Group has modernized its diversified operations across finance, logistics, and energy. Core innovations included digital banking platforms, automated logistics systems, and data-driven energy management solutions. Leadership emphasized operational efficiency through AI-enabled analytics, predictive maintenance, and process automation. Workforce programs promoted digital skills, agile project management, and cross-functional collaboration. Sustainability initiatives targeted energy optimization, responsible sourcing, and social impact projects. Strategic partnerships with global tech and infrastructure firms enhanced innovation capabilities and market reach. By integrating digital transformation, operational excellence, and sustainability, Pasha Group strengthened its regional leadership while modernizing legacy industries to meet evolving economic and technological demands. My role: Senior leadership team sought to better understand how new technologies are disrupting their business units, and provide opportunities for new types of innovation. This focused on the banking business, and how they could embrace a more platform-based banking model, learning from peers like DBS and Nubank.
Pfizer (USA)
Pfizer has transformed into a science-driven, technology-enabled pharmaceutical leader. Core innovations included mRNA vaccine technology, AI-assisted drug discovery, and precision medicine platforms. Leadership promoted cross-disciplinary collaboration across research, manufacturing, and commercial teams. Digital supply chain integration and automation improved production efficiency and responsiveness. Strategic partnerships with biotech startups, governments, and research institutions accelerated innovation pipelines. Sustainability initiatives focused on energy-efficient facilities and responsible waste management. Workforce programs emphasized scientific expertise, digital literacy, and agile methodologies. Pfizer’s transformation combined cutting-edge science, digital capabilities, and operational excellence, enabling rapid response to global health challenges while establishing leadership in innovative therapeutics and vaccines. My role: To provide leadership team inspiration, to think differently about their businesses, rather than with a purely pharmaceutical mindset. This became a catalytic coaching role, addressing specific leadership challenges by looking beyond their business and how to act differently inspired by others around the world.
Rakuten (Japan)
Rakuten has built a fully integrated digital ecosystem. Innovations included fintech platforms, mobile services, e-commerce marketplaces, and loyalty program integration. Leadership encouraged cross-platform synergies and agile product development to accelerate service rollout. AI and big data analytics were applied for personalized recommendations, fraud prevention, and marketing optimization. Operational efficiencies included automated fulfillment centers, predictive inventory management, and cloud-enabled IT infrastructure. Strategic partnerships expanded global reach and technological capabilities. Workforce transformation emphasized digital skills, innovation culture, and collaboration across business units. Sustainability initiatives included green IT and energy-efficient data centers. These integrated transformations positioned Rakuten as a technology-driven, customer-focused conglomerate with an innovative approach to digital commerce, fintech, and connected services. My role: Establish a business model innovation methodology in their c-suite and business unit teams, by which they can continually look for disruption opportunities in their multiple sectors and geographies, together with how to develop, evaluate, test and implement these effectively.
P&G (USA)
Procter & Gamble has long championed innovation in consumer products and operational transformation. Leadership focused on digital consumer insights, AI-powered product development, and personalized marketing campaigns. P&G modernized manufacturing through automation, predictive analytics, and advanced quality control. Sustainability initiatives included eco-friendly packaging, water efficiency, and energy reduction programs. Cross-functional teams accelerated product launches and enhanced global collaboration. Strategic partnerships with tech firms enabled digital supply chain optimization and smart retail solutions. Employee programs emphasized innovation culture, agile project management, and data literacy. These initiatives strengthened P&G’s ability to anticipate consumer trends, reduce environmental impact, and maintain leadership across diverse consumer goods categories. My role: CMO Europe asked me to bring disruptive approach to the brand leadership teams, to challenge their conventional mindsets, processes and success criteria. This resulted in an innovation program across European teams.
Ravensburger (Germany)
The German games company modernized its puzzles business while expanding into digital entertainment. Innovations included interactive apps, AR-enabled games, and smart board game integration. Leadership emphasized agile product development and rapid prototyping. Manufacturing processes were automated and optimized for efficiency. Strategic partnerships enhanced digital content delivery and international expansion. Workforce programs focused on cross-functional collaboration, design thinking, and digital skills. Sustainability initiatives addressed packaging, material sourcing, and production waste. By integrating technology, innovation, and operational efficiency, Ravensburger expanded its brand relevance, improved consumer engagement, and transitioned from a traditional toy company to a digitally savvy, globally recognized entertainment innovator. My role: Invited by the CMO to provide new consumer-driven thinking to the board and executive team, in order to identify new growth opportunities, and ways to achieve this, including new organisational structure, venturing and ecosystem building.
Red Bull (Austria)
Red Bull has evolved from an energy drink company into a global lifestyle and media powerhouse. The company innovated beyond beverages into sports ownership, media production, and experiential branding. Investments in Red Bull Media House transformed content creation through digital-first storytelling, streaming, and immersive event broadcasting. Operationally, Red Bull optimized global distribution, data-driven marketing, and direct-to-consumer engagement. Sustainability efforts included improved packaging efficiency and carbon-conscious logistics. Leadership emphasized brand authenticity, youth culture alignment, and athlete partnerships. By integrating media, sport, and beverage branding into a unified ecosystem, Red Bull built a highly differentiated business model where innovation lies not only in product formulation but in cultural positioning and audience engagement worldwide. My role: Working with their top 25 leaders to build more consumer-driven and commercial thinking in their business strategies, rather than a tactical sales focus. This evolved from initial keynotes into a series of workshops on specific innovation opportunities to extend their brand portfolio.
Richemont (Switzerland)
Luxury goods group, Richemont, has focused on luxury innovation and digital transformation. Key initiatives included e-commerce expansion, personalized customer experiences, and AI-driven marketing analytics. Leadership emphasized brand portfolio innovation, combining traditional craftsmanship with modern design and digital storytelling. Operational efficiency was improved through advanced inventory management, supply chain digitization, and predictive demand forecasting. Workforce transformation emphasized luxury expertise, digital literacy, and agile project execution. Sustainability initiatives targeted responsible sourcing, energy efficiency, and reduced environmental impact in production. Strategic partnerships enhanced global reach and customer engagement. Richemont’s transformation integrated technology, innovation, and operational excellence, reinforcing its leadership in luxury goods while modernizing consumer engagement and brand experience. My role: CIO asked me to run a keynote and workshop for their senior leaders of each key brand (eg Cartier), to understand how AI and new technologies can have a positive impact on a human/craftsman-driven business. The business leaders shifted from a very sceptical approach to seeing new opportunities to enhance and augment a traditional business.
Roche (Switzerland)
Pharma business Roche has transformed into a digital health and precision medicine leader. Core innovations included AI-powered diagnostics, genomics-driven drug development, and advanced clinical trial platforms. Leadership fostered collaboration across R&D, clinical, and commercial teams to accelerate innovation pipelines. Manufacturing processes were modernized with automation and predictive maintenance. Strategic partnerships with biotech startups and healthcare institutions strengthened innovation and market reach. Workforce programs emphasized scientific expertise, digital skills, and agile practices. Sustainability initiatives addressed energy efficiency, carbon reduction, and responsible waste management. Roche’s transformation integrated technology, scientific innovation, and operational excellence, reinforcing its global leadership in pharmaceuticals and diagnostics. My role: Supporting the Middle East leadership team in adopting a more patient-centric approach to brand building, sales and marketing, embracing group strategies and assets, but in a culturally sensitive way.
Sanko (Turkey)
Sanko has modernized its textile, energy, and construction operations through digitalization and operational innovation. Core initiatives included automated manufacturing lines, AI-driven supply chain management, and predictive maintenance in industrial facilities. Leadership emphasized product innovation in textiles, green energy projects, and construction technologies. Sustainability programs focused on energy efficiency, water conservation, and responsible sourcing. Workforce development encouraged digital literacy, cross-functional collaboration, and agile practices. Strategic partnerships with technology and logistics providers enhanced operational capabilities and market reach. Sanko’s transformation strengthened its industrial competitiveness, combining technological adoption, sustainability, and operational excellence to drive growth across its diversified business portfolio. My role: I specifically worked the the CEO of the ISKO business unit, which has developed an ingredient brand strategy for supper high quality denim provided to leading jeans makers around the world (eg Ralph Lauren). With the commercial team we develop an innovative business model, and strategy to build the brand and driven sales through strategic partners.
Santander (Spain)
Santander is transforming itself into a digital-first banking group. Leadership drove mobile banking innovations, AI-powered risk analytics, and personalized customer experiences. Operational efficiency was improved through automated processes, cloud adoption, and data-driven decision-making. Strategic partnerships with fintechs enabled new digital products and financial services. Sustainability initiatives included green financing, ESG-integrated lending, and carbon-reduction programs. Workforce programs emphasized digital literacy, agile methodologies, and cross-functional collaboration. Santander also expanded global e-commerce and digital payment solutions. By integrating innovation, sustainability, and operational excellence, Santander strengthened customer engagement, modernized banking operations, and positioned itself as a leader in digital finance. My role: Working with top 50 business leaders from investment to retail banking around the world, to understand how to lead business transformation, and how to engage colleagues, customers and investors in the journey.
Schroders (UK)
In recent years Schroders has transformed into a digitally enabled, sustainability-focused asset manager. Leadership emphasized AI-driven investment analytics, ESG integration, and multi-asset portfolio innovation. Digital platforms improved client reporting, engagement, and personalized investment strategies. Operational transformation included workflow automation and predictive data analytics for risk and performance management. Workforce programs strengthened expertise in sustainable investing, technology, and agile project execution. Strategic partnerships with fintechs and research institutions expanded innovation capabilities. Sustainability initiatives included climate-aligned investment solutions and responsible stewardship practices. Schroders’ transformation combined technology, ESG innovation, and operational excellence, reinforcing its global position as a forward-thinking, client-centric investment manager. My role: Working with CEO and CMO, I was asked to explore what innovation could mean to Schroders business, from new commercial models, brands and approaches, through to enhanced services and internal practices.
Savola (Saudi Arabia)
Savola has modernized its food, retail, and consumer goods operations in recent years, including multiple acquisitions. Core initiatives included automated manufacturing lines, AI-enabled demand forecasting, and digital supply chain management. Leadership emphasized product innovation in edible oils, sugar, and packaged foods, leveraging consumer insights for market-specific offerings. Sustainability programs focused on water conservation, energy efficiency, and responsible sourcing. Workforce development initiatives enhanced digital literacy, cross-functional collaboration, and operational agility. Strategic partnerships with suppliers and retailers strengthened market reach and logistics efficiency. Savola also implemented data-driven retail solutions, loyalty programs, and e-commerce platforms. These transformations positioned the company as a modern, technologically enabled leader in the Middle Eastern food sector, combining innovation, operational efficiency, and sustainability while adapting to evolving consumer trends. My role: Working with board, CEO and executive team to explore a new strategy for the group, from purpose through to strategic pillars and transformational projects. This included keynotes to share best practice form around the world, inspire new innovative thinking, and then facilitate these agreed strategic priorities into implementation projects.
Schindler (Switzerland)
Schindler is a leader in advanced smart mobility and elevator technologies. Innovations included IoT-connected elevators, predictive maintenance platforms, and automated monitoring systems for safety and performance. Leadership fostered cross-functional innovation teams to accelerate product development and digital integration. Manufacturing processes were modernized with automation, robotics, and quality control analytics. Sustainability initiatives targeted energy-efficient solutions, carbon reduction, and responsible resource use. Strategic partnerships with technology companies enhanced smart building solutions and urban mobility services. Workforce programs focused on digital skills, agile methodologies, and collaborative problem-solving. Schindler’s transformation strengthened its position as a global leader in urban transportation infrastructure, combining technology, operational excellence, and sustainability to deliver smarter, safer, and more efficient vertical mobility solutions. My role: Supporting the CEO in his desire to bring a more innovative approach to the business leadership team, shaking up their thinking, taking a end user perspective, and challenging conventional practices and priorities.
STC (Saudi Arabia)
STC has modernised KSA telecoms through digital innovation and network transformation. Core initiatives included 5G rollout, cloud-based service platforms, and IoT-enabled connectivity solutions. Leadership emphasized agile operations, customer-centric digital services, and predictive analytics for network optimization. Automation and AI were integrated across customer support, operations, and marketing. Strategic partnerships with global technology providers expanded digital offerings and enterprise services. Workforce programs strengthened skills in network engineering, data analytics, and innovation culture. Sustainability initiatives addressed energy efficiency in network operations and reduced emissions. These integrated efforts positioned STC as a regional telecom innovator, delivering advanced digital solutions, operational efficiency, and sustainable growth while enhancing customer experiences. My role: Since my first engagement with the CEO and leadership team in 2004, I have continued to work with STC over 20 years to inspire their innovative thinking, bringing new ideas and best practices from telecoms world, and adjacent sectors.
Sompo (Japan)
Sompo has transformed its insurance and financial services through digital and risk management innovation. Core initiatives included AI-assisted underwriting, predictive analytics for claims, and IoT-based risk monitoring. Leadership emphasized operational efficiency with automation, cloud adoption, and real-time data integration. Sustainability initiatives included green insurance products, climate risk modeling, and responsible investment programs. Workforce programs focused on digital literacy, agile methodology, and cross-functional collaboration. Strategic partnerships with fintech and health-tech startups enabled new service offerings and customer engagement solutions. Sompo’s transformation positioned it as a digitally empowered, innovative, and customer-focused insurance provider in Japan, combining technology, operational excellence, and sustainability to improve risk management and service delivery. My role: Over the last 3 years I have worked with the top 50 leaders worldwide to build new strategic thinking, particularly focused on “beyond insurance” with a resulting shift towards healthcare services and senior living.
Suntory (Japan)
Suntory modernized beverages and spirits through product innovation, sustainability, and digital engagement. Core initiatives included low-alcohol and functional beverages, AI-driven market insights, and connected consumer platforms. Leadership emphasized R&D collaboration for flavor innovation, smart production processes, and eco-friendly packaging. Digital transformation extended to e-commerce, social engagement, and consumer loyalty programs. Sustainability initiatives addressed water management, energy efficiency, and responsible sourcing. Workforce development programs fostered innovation culture, cross-functional teamwork, and agile execution. Strategic partnerships expanded global distribution and enhanced brand visibility. Suntory’s integrated transformation reinforced its position as a leading beverage innovator, balancing technology, sustainability, and consumer-centric solutions while maintaining global market competitiveness. My role: the group CMO asked me to bring a new perspective to value-driven strategic planning for their brand portfolio, and then for country leaders. This combined creative brand thinking, built around consumer change, with a commercial approach to finding what most effectively drives long-term future profitability.
Sura (Colombia)
Sura has accelerated digital transformation in insurance, pensions, and financial services. Innovations included AI-driven underwriting, predictive analytics for risk assessment, and customer-centric digital platforms. Leadership emphasized operational efficiency with automation, cloud adoption, and workflow optimization. Strategic partnerships with fintech and health-tech firms expanded product offerings. Sustainability initiatives included ESG-integrated investment products and responsible finance programs. Workforce programs strengthened digital literacy, innovation culture, and agile practices. Sura’s transformation enhanced service delivery, operational efficiency, and customer engagement, positioning it as a technology-forward, sustainable, and innovative financial services leader in Latin America. My role: In recent years I have coached a number of top executives to think strategically about their business units and future strategies, ranging from digital integration of legacy products and services, to new opportunities in adjacent areas to drive growth.
TÜV Nord (Germany)
TÜV Nord is a leader in inspection, testing, and certification services through digital transformation and process innovation. Core initiatives included AI-driven quality inspections, IoT-enabled monitoring, and predictive maintenance services for industrial clients. Leadership emphasized cross-functional innovation, agile project delivery, and client-centric digital solutions. Operational improvements included workflow automation, centralized data analytics, and cloud-based reporting. Sustainability initiatives integrated energy-efficient testing procedures and reduced environmental impact of operations. Workforce programs enhanced digital skills, technical expertise, and innovation culture. Strategic partnerships with technology providers enabled advanced service offerings and global expansion. TÜV Nord’s transformation positioned it as a leading provider of digitalized, innovative, and sustainable certification and testing solutions. My role: I led the CEO and top 20 executives on an executive retreat to Iceland last year, stepping back from business as usual to understand strategically where they seek to take the organisation, and collectively how they can more effectively work as a leadership team.
Vestas (Denmark)
Vestashas transformed the wind energy sector through technological innovation and digitalization. Core initiatives included AI-optimized turbine design, predictive maintenance, and energy forecasting platforms. Leadership emphasized R&D in high-efficiency turbines and offshore wind solutions. Digital tools improved installation efficiency, monitoring, and service delivery. Sustainability initiatives targeted carbon reduction, circular economy practices, and renewable energy integration. Strategic partnerships with energy companies and governments accelerated global deployment. Workforce programs focused on digital literacy, engineering expertise, and agile project execution. Vestas’s transformation positioned it as a global leader in wind energy, combining technology, operational excellence, and sustainability to deliver innovative renewable solutions at scale. My role: Working with CFO and team to develop a more rigorous approach to strategy development, portfolio management, innovation and capital allocation.
Vodafone (UK)
Vodafone has recently accelerated its digital transformation and network modernisation. Core initiatives included 5G deployment, IoT expansion, cloud-native infrastructure, and digital customer platforms. Leadership emphasized portfolio simplification, asset monetization, and operational efficiency. AI-driven analytics improved customer experience and predictive network maintenance. Sustainability initiatives targeted renewable-powered networks and carbon neutrality goals. Workforce programs strengthened digital engineering and agile collaboration. Strategic partnerships expanded enterprise services and fintech integration. Vodafone’s transformation enhanced connectivity leadership while repositioning the company as a digitally integrated telecommunications and technology platform serving both consumer and enterprise markets across Europe and emerging economies. My role: To work with new country-level CEOs in preparing them to step into their roles, key challenges and opportunities in their markets, and their role as CEO, and how they will engage their teams and business.
World Bank (USA)
The World Bank has modernised global development finance, data analysis, and operational efficiency. Core initiatives included digital project management platforms, AI-driven analytics for poverty and economic impact, and cloud-based collaboration tools. Leadership emphasized agile project execution and cross-departmental coordination for global initiatives. Sustainability and climate adaptation programs were embedded in lending practices and project planning. Workforce programs developed digital literacy, innovation culture, and project management expertise. Strategic partnerships with governments, NGOs, and tech providers enhanced implementation and monitoring. The World Bank’s transformation strengthened its capacity to deliver data-driven, innovative, and sustainable development solutions globally. My role:Bringing a more strategic perspective to their leadership team, how to embrace megatrends in their longer-term thinking, and to take a more business rather than government-driven approach to policy.
Yıldız Holding (Turkey)
Yıldız Holding has transformed its confectionery, food, and snack operations with technology and innovation in recent years. Core initiatives included automated production, AI-powered demand planning, and product innovation aligned with global taste trends. Leadership emphasized R&D investment, agile product development, and consumer-driven marketing. Sustainability initiatives focused on energy efficiency, water conservation, and responsible sourcing. Workforce programs enhanced digital literacy, cross-functional teamwork, and innovation culture. Strategic partnerships with retailers and technology firms optimized distribution and consumer engagement. Yıldız Holding’s integrated transformation strengthened global competitiveness, operational efficiency, and consumer relevance, positioning it as a leading, innovative, and sustainability-conscious food conglomerate. My role: Working with group CMO and international CEO and their teams, to explore new opportunities for growth, including the acquisition of Godiva chocolate brand, and how to use it to reposition the overall business.
Zacco (Sweden)
Zacco offers leading-edge ntellectual property and digital brand protection services. Innovation focused on AI-assisted patent analytics, automated trademark monitoring, and cybersecurity advisory. Leadership emphasized digital platforms enabling global IP portfolio management and predictive legal insights. Operational improvements included workflow automation, cloud-based client portals, and integrated data analytics. Workforce development strengthened expertise in technology law, data science, and cross-border advisory. Strategic partnerships expanded international coverage and technology capabilities. Sustainability initiatives addressed digital operations efficiency and responsible business practices. Zacco’s transformation positioned it as a forward-looking IP advisory firm integrating technology, analytics, and legal expertise to protect innovation in increasingly digital markets. My role: CEO asked me to build a broader mindset in how IP and specifically brand assets can be more innovatively managed beyond their legal trademark protection, how to help clients develop new business models, like licensing and franchising, and to drive growth for Zacco, and clients.
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