Commercial, marketing and creative.

I grew an annual £1.4m territory at J&J by over 10% every year, consistently ranking in the top five of around thirty UK Territory Managers, selling advanced surgical devices to the NHS across six clinical specialties.

I won a series of NHS tenders in a highly competitive market. I then codified how those wins were made into a best-practice framework, and J&J adopted it across the UK team.

I founded my own company and spent ten years winning the work that kept it going, owning the full cycle: leads, proposals, MSAs and SOWs, scoping and pricing, then delivery and retention. Preferred-supplier status with several clients, work that grew year on year, and nobody generating leads for me.

More recently I joined a precision optics manufacturer with no business development function in place and worked out the commercial approach: who to target, how to reach them and what a credible offer looked like. I visited around thirty customers in six months and ran the full cycle on roughly twenty opportunities worth £20,000 to £300,000 a year. Pipeline has always been run properly, from Siebel and Salesforce at J&J to Pipedrive scoped and built from scratch at Comar.

What I'm really good at, underneath all of it, is people: building trust, listening properly, and staying with something through a long and complex sale.

I read Psychology, then earned a Diploma in Digital Marketing from the IDM: comprehensive, foundational knowledge. My instincts, though, derive from six years in front of NHS customers, where I learned how procurement, clinical opinion and budget converge on a decision.

J&J promoted me into digital marketing and invested in developing me. I worked the full mix across medical device launches in a regulated market, where everything goes through approval before it reaches a customer: proposition and positioning, pricing alongside the pricing teams, NHS contracting, multichannel campaigns and the digital roadmap for the UK medical devices business, with the budget responsibility that came with it.

I created and chaired a cross-functional Digital Innovation Group, built an opt-in database for multichannel marketing and regionalised a global website for EMEA. CRM has run throughout: Siebel, then Salesforce, and lately Pipedrive built from scratch.

I then ran my own company for a decade, where every one of those decisions was mine. The proposition, the pricing, the positioning and the route to market. I developed messaging architectures and brand guidelines with large brands, and narrative is where I'm strongest: working out what the story is, who it's for and why it should matter to them. I've been on both sides of the agency relationship too, commissioning them as well as being one.

Marketing gets very real when it's your own business. The fundamentals haven't changed, but how I execute them has. Hand me a product or service and I'll assess the market, define the strategy, build the tactics and measure the return. Content creation sits squarely in the promotion category, but I'm no stranger to the other Ps.

I ran my own production company for ten years, creating strategic and campaign-led content, primarily in healthcare, for large brands and organisations like Macmillan Cancer Support, the NHS, Age UK and the BBC.

I won all of it myself, with no marketing function generating leads and no new business team behind me. I held preferred-supplier status with several clients and regularly beat larger London agencies at pitch.

I planned and led shoots end to end, directing crew, talent and clients on the day while holding schedule, safety and creative intent together, and I recruited and briefed freelance teams across film, edit, motion and design. I've filmed surgery in theatre and interviewed clinical experts across pharma and surgery.

The work ran from youth-engagement campaigns for Stem4, Macmillan and Waltham Forest Council, one of which fed a successful London Borough of Culture bid, to a film picked up by BBC Breakfast. I edit in Premiere and DaVinci Resolve, and work in After Effects for motion.

I've run hundreds of interviews, most of them with people who had never been in front of a camera, and I know how to direct an open performance.

I'm good at finding the human angle and making something that connects, from the first pitch through to the final edit.

I use it every day. It helps me get up to speed on a new sector fast, research and segment accounts, organise outreach, and put proposals and presentations together. It speeds up the routine parts of production too, which means quicker turnarounds and more time for the thinking and the relationships that actually matter.

I'm hands-on with the tools, I keep what's useful and drop what isn't, and I'm genuinely interested in using it to do better, faster and more interesting work.