Curious by nature.
A challenger
at heart.

When you can't outspend the competition, you have to find ways to outthink it.

My role

Helped lead marketing for HSBC Canada and led the selected creative work featured below.

Strategic focus

Find meaningful reasons for customers to choose a challenger brand in a market dominated by larger players.

SELECTED CREATIVE WORK

Creativity that punches above its weight.

A selection of films I led, bringing challenger thinking to life through bold creative work.

Play film

Play film

Play film

The challenge wasn't simply to do more with less. It was to find a different way to win.

That meant questioning category conventions, getting closer to what customers truly valued, and building differentiated brand and growth strategies that made every investment work harder.

Rather than following the category playbook, we focused on creating meaningful reasons for customers to choose us—bringing together customer insight, bold creativity and commercial discipline.

What it taught me: Constraints can be powerful catalysts for ingenuity. Challenger thinking isn't about being different for the sake of it. It's about finding an advantage others have overlooked.

Strategic differentiation · Customer-led growth · Commercial discipline · Creative courage

Sometimes the hardest organization to challenge is your own.

My role

Led growth and marketing initiatives within RBC, connecting customer insight, creative ambition and commercial priorities.

Work in practice

The Crochet campaign brought RBC's Apple partnership into a story about everyday money decisions and creative possibility.

CREATIVITY & PARTNERSHIP

A different perspective on everyday banking.

RBC’s Crochet campaign brings together everyday money decisions, creative possibility and the Apple partnership.

Play film

In a large, established organization, the challenge isn't a lack of resources or ambition. It's navigating complexity, established ways of working and the competing priorities that come with scale.

One expression of that mindset was RBC's “Crochet” campaign, developed with Battery and connected to RBC's partnership with Apple. I helped bring together customer insight, creative ambition and a commercial opportunity to tell a different kind of banking story.

The starting point was a human insight: money decisions happen in everyday life, including the hobbies and passions people want to make room for. We looked beyond major financial milestones to explore how budgeting could enable creativity and personal expression.

The film brought that idea to life through a young artist whose crochet transforms the world around her. The Apple iPad offer connected the story to a tool for creating—giving the partnership a role within the idea itself.

For me, challenging the playbook from within meant connecting the brand, the partnership and the commercial objective around something people could care about. It required alignment across teams and creative partners, with the confidence to make space for a more imaginative approach.

What it taught me: Challenger thinking isn't reserved for challenger brands. Within an established organization, a fresh perspective and the right partnerships can open up new ways to connect with people.

Enterprise reinvention · Strategic partnerships · Creative courage · Cross-functional leadership

What if we stopped designing around what businesses want to say—and started with what customers actually need?

My role

Helped modernize customer onboarding and engagement within a large financial institution.

Strategic focus

Bring customer insight, data, technology and cross-functional teams together around the customer relationship.

Throughout my career, I've believed that sustainable growth begins with understanding people, not simply products or channels.

The opportunity was to move beyond standardized, campaign-led communications toward more connected, timely and relevant customer experiences.

That meant bringing together customer insight, data, technology and cross-functional teams to rethink how relationships are built and nurtured over time.

It reinforced my conviction that transformation isn't just about introducing new technology. It's about reimagining the experience technology makes possible.

What it taught me: The best innovation often starts with a simple shift in perspective—from what an organization wants to deliver to what a person genuinely values.

Customer experience · Personalization · Digital transformation · Human-centred innovation

Ambitious strategies don't transform organizations. People do.

My role

Agile change champion in one of three markets leading a global shift to agile ways of working.

What I changed

Adapted agile practices for marketing, visualized work in monday.com and established shared ownership with product owners and Scrum Masters.

The outcome

Greater transparency and stronger visibility of the team's work.

I've built and led teams through growth, organizational change, leadership transitions and the uncertainty of a major acquisition.

One example was helping a marketing team move from traditional ways of working to agile. Drawing on my agile coaching and design thinking training, I designed how those practices could work for marketing.

I created a monday.com board to make work visible and established shared ownership with product owners and Scrum Masters. The change brought more transparency and stronger visibility to the team's work—making the way we worked together part of the transformation.

These experiences taught me that high performance and human leadership aren't competing priorities. In fact, I believe one makes the other possible.

And through it all, remembering that leadership isn't about having every answer. It's about creating the conditions for people to discover better ones together.

What it taught me: The true measure of leadership isn't just what a team accomplishes while you're leading it. It's the confidence, capability and courage people carry forward.

Organizational leadership · Culture & transformation · Talent development · Leading through change