Selected leadership work

Putting strategy into practice.

SQREEM Technologies / Commercial operations, integration and governance

Bringing three businesses into one operating approach.

Integrating three businesses meant bringing different commercial practices into a shared approach that could support growth across markets.

Reporting to the Global Group CEO, I lead commercial operations and governance across SQREEM Technologies. A central part of that work has been harmonising people, product, process and compliance, while giving regional teams the clarity to move opportunities forward.

Turning integration into everyday decisions.

I standardised contracts, pricing and approval routes around clear margin guidelines. Regional managing directors gained defined authority over pricing within the framework, alongside flexibility to select supply partners and prepare agreements. Final agreements and requests outside the framework came to me for approval.

Alongside this, I negotiated global supply partnerships with businesses including OpenX and Magnite, creating opportunities for improved commercial models, joint pitches and a stronger exchange of value.

Supporting growth across markets.

These changes helped shorten sales cycles, maintain margins and improve revenue quality, while supporting expansion across regions, including the US. They also gave teams a more consistent commercial narrative, with room to adapt to local market needs.

The principle behind the work is straightforward: clear responsibilities and commercial boundaries help people act with confidence. Governance becomes part of how growth happens.

Further reading: Marketing-Interactive: SQREEM’s acquisition of TotallyAwesome ↗
Independent coverage of the acquisition.

Tickled Media, now The ParentInc / Commercial transformation and market expansion

Aligning the business around Brand Solutions.

As Chief Strategy Officer, I reported to the CEO and board and led approximately 100 people across presales, sales, product, delivery, studio, insights and technology. My remit connected commercial performance with the products, capabilities and delivery needed to support it.

Giving teams a shared purpose.

I renamed the sales organisation Brand Solutions to give presales and sales teams a clearer identity around helping clients achieve their objectives.

We simplified the product portfolio, prioritising offerings that delivered stronger client value, healthier margins and repeat business. I connected the workflow from insights and presales through product, pricing, delivery, invoicing and upsell, making the commercial promise easier to fulfil.

I also redesigned targets and commissions. Sales and delivery shared incentives within pods, with higher rewards for scalable products that clients could buy again. Bootcamps, practical coaching and ongoing refinement helped teams build confidence in the approach.

Turning a repeatable approach into growth.

Together, these changes helped drive 55% year-on-year company revenue growth, while shortening sales cycles and reducing delivery costs.

I spent a year in Thailand developing the approach in a key market, then moved to Indonesia to open sales operations and apply those lessons. Indonesia became the highest-revenue country market across the business in its first full year.

Alongside running the commercial organisation, I co-led the Series C fundraising process with the CEO and founder, presenting commercial performance to investors and preparing teams across markets.

The lesson I carry forward is that a shared purpose becomes powerful when product choices, incentives and delivery all support it.

Further reading: The Business Times: Tickled Media’s Series C funding ↗
Independent coverage of the funding round and expansion plans.

AdColony, subsequently Digital Turbine / Commercial innovation and partnerships

Turning a gaming idea into a regional brand partnership.

As VP Marketing & Growth, I helped reposition AdColony’s Asia-Pacific business around gaming marketing, creating opportunities for brands to participate in the experiences audiences already enjoyed.

One example was Unilever Closeup’s campaign with Mobile Legends: Bang Bang. It launched in the Philippines and subsequently expanded across multiple Southeast Asian markets.

Connecting the creative idea with the commercial mechanics.

I co-led the strategy and campaign mechanics, bringing together branded digital content, in-game transactions and rewards, live gaming sponsorship and influencer promotion.

I led negotiations with the media agency, game publisher Moonton and Unilever. That meant aligning the proposed experience with IP permissions, partner responsibilities, pricing, invoicing and contractual protections.

The work called for agreements that reflected a new kind of collaboration. Each participant needed to understand what they were contributing, how they would benefit and what they were responsible for delivering.

Building an approach that could travel.

The campaign became a multimillion-dollar engagement for Unilever and expanded beyond its original market. It demonstrated how gaming partnerships could bring together brand storytelling, audience participation and commercial value.

My contribution was to help connect those elements and establish the agreements needed to put them into practice.

The principle I carry forward is that commercial design belongs alongside creative development. Working through rights, responsibilities and value exchange early gives an ambitious idea room to grow.

Further reading: WARC: Closeup, Earning the Right to Play ↗
Published campaign summary covering the Philippine activation, AdColony partnership and gaming rewards. Full case study access may require a subscription.

FOX / IGN Entertainment / Market expansion and acquisition integration

Building the foundations for international growth.

IGN already had a strong US business. My remit was to grow its international commercial operation outside North America and Australia, which was concentrated primarily in the UK when I joined.

I developed an expansion approach combining owned operations, partnerships and franchises, matching the investment and operating model to each market.

Creating the commercial case for expansion.

Franchise agreements opened revenue opportunities in markets including Russia and South Africa. Alongside this, I co-led the acquisition of GIGA.de with the SVP International, bringing local audience, editorial and commercial capabilities into our German operation.

The approach connected the opportunity in each market with the technology and resources needed to serve it.

Making the integration work locally.

I ran the German business and team, spending one week in four in Germany over the following year. My responsibilities connected editorial delivery, sales training, commercial partnerships and monetisation. I also launched IGN Germany on stage at Gamescom.

We established localised publishing and advertising capabilities, enabling German-language content and regional campaigns sold from London. Over nine months, I worked to integrate the strongest elements of GIGA into the wider operation.

Across my international remit, revenue grew from approximately 1% to 10% of IGN’s global revenue within 12 months.

The lesson I carry forward is that expansion depends on what happens after the agreement: local understanding, capable teams and an operating approach that makes the opportunity deliverable.

Further reading: ComputerBase: IGN acquires GIGA.de ↗
Independent reporting on the 2009 acquisition, in German.

Start a conversation More about my experience