I’ve spent 15+ years on both sides of the commercial table.

My commercial foundations were forged in hospitality, from prestigious events to Walt Disney World, where standards are visible, service is immediate, and small details have a disproportionate impact on the experience. It taught me early that commercial performance and customer experience are rarely separate problems.

From there, I moved to the buying side before crossing the table into enterprise sales, P&L ownership, client leadership, and company-wide commercial responsibility. That mix means I rarely look at growth purely through a sales lens; I think about what the customer will actually buy, where value is created, what makes a proposition credible, and what has to happen operationally to deliver it.

Curiosity is the thread that connects all of it. AI is now part of how I research, analyse, prototype, automate, and test ideas faster, useful when it removes work or makes something possible, not simply because it carries an AI label.