I’ve always enjoyed meeting new businesses, understanding how they work, and spotting the opportunities they can’t always see themselves. Becoming a Portfolio Executive allows me to use my experience across multiple sectors to help leadership teams sharpen their commercial focus, improve their marketing, and unlock new revenue. I’m energised by variety and making a real impact – and a portfolio of clients brings that, along with a healthy dose of challenge along the way.
My career began early, producing large-scale theatre shows at university and realising I could fund them through brand partnerships. That quickly led me into a London consultancy working with major blue-chip clients, followed by senior roles in the creative industries, technology scale-ups, and a professional services group. Over time, I became the person organisations called when they needed commercially effective marketing – which naturally evolved into launching UXL Marketing and operating as a Portfolio Marketing Director and board-level advisor.
Very early in my career, I found myself responsible for global sponsorship activities for many well-known brands. In fact, my claim to fame is that I led Standard Chartered Bank to be on the front of Liverpool FC’s shirt. It’s a longer story – but you’ll need to get in touch to hear the full version!
Along the way, I’ve learned that organisations don’t struggle for ideas – they struggle for clarity, prioritisation, consistency, and commercially grounded decision-making. Great marketing isn’t about doing more; it’s about doing the right things with intent. I’ve also learned that leadership teams need someone who blends strategy with delivery in a pragmatic way. And perhaps most importantly, culture, communication, and commercial focus are inseparable.
It’s working for me now because my experience spans professional services, technology, creative industries, scale-ups, and international growth businesses – allowing me to bring a genuinely broad, senior perspective to every client. I believe boards need advisors who understand both strategy and execution, and who can combine marketing, commercialisation, and revenue growth in one place. Too often, board discussions are 90% about the numbers – and every number in a board meeting is either historic or can be changed. So let’s focus on changing it positively.
Looking ahead, I want to work with more ambitious leadership teams who are serious about growth, clarity, and commercial discipline. I hope to continue widening the impact of UXL by helping organisations focus on what truly matters, develop new revenue streams, and build marketing that supports smarter strategic decisions. I also hope to continue contributing at board level – commercially, strategically, and in the charitable space -where I can help shape long-term success.
