Recent work

  • The ask
    “We’re strong in digital, but we want an independent view on where we can improve — and where we might be missing something.”

    The situation
    The brand had a well-developed digital setup, with strong capabilities across strategy, creative, media, and measurement.

    However, ways of working and assumptions varied across teams, agencies, and markets — making it harder to maintain consistency and continuously improve.

    There was a need to:

    • challenge existing ways of working

    • identify areas for improvement

    • align teams around a shared understanding of what works

    What I did
    I conducted a structured review across creative, media, platforms, and tools — including interviews with internal teams and external partners.

    Based on this, I identified key areas for improvement and established a shared set of principles to guide how digital work should be planned, executed, and evaluated.

    Result
    Stronger alignment across teams and partners, clearer standards for execution, and a more consistent foundation for ongoing improvement.

  • The ask
    “How do we strengthen our brand in digital while continuing to deliver strong digital performance? And what capabilities are we missing to do this well?”

    The situation
    The brand was successful and growing, but brand and digital teams were operating largely separately.

    Brand activity was driven primarily through ATL, with limited connection to digital execution.
    At the same time, digital activity was focused on performance - with less influence from brand thinking.

    This created a gap between:

    • how the brand was built

    • and how it showed up in digital

    There was also a lack of clarity around:

    • where to focus improvement

    • and what skills or roles were needed to move forward

    What I did
    I identified the key structural gaps across how work was planned, executed, and evaluated - and clarified how brand and digital should work together, including what capabilities were required.

    Result
    Stronger alignment between brand and digital, clearer priorities, and a more effective team setup to support both brand building and performance.

  • The ask
    “We use creator content across markets, but how can we do it more efficiently — and measure real impact?”

    The situation
    The brand was actively using creator content across campaigns, but costs, reporting, and global coordination were not clearly structured.

    This made it difficult to:

    • scale effectively

    • understand what was working

    • manage investment across markets

    What I did
    I redesigned how creator strategy, media, and evaluation worked together — aligning teams and agencies around a more consistent operating model.

    Result
    Clearer structure, better alignment across markets, and a measurement approach that enabled creator content to scale more effectively.

  • The ask
    “We’re running campaigns and tracking performance, but we don’t have a clear view of what’s actually working — or how to improve it.”

    The situation
    The brand operated across the US and Europe, selling primarily online.

    They had ongoing campaigns and reporting in place, but limited clarity on what was driving results.

    At the same time:

    • creative was not consistently designed for digital or mobile environments

    • testing lacked a clear structure or baseline

    • media setup and reporting made it difficult to interpret performance

    • strong products were not always being clearly communicated in advertising

    This meant the team was active but without a clear foundation to improve performance consistently.

    What I did
    I reworked how measurement and campaign structure were set up, aligning reporting with business outcomes and clarifying how creative and media should work together.

    Result
    Clearer performance visibility, stronger digital-first creative, and more confident decision-making around investment and testing.

  • The ask
    “We’re launching a new product and brand — how do we set up our campaigns, creative, and measurement to give this the best chance of success?”

    The situation
    The brand was preparing to launch a new, innovative product in the Netherlands — but several fundamentals were not yet in place.

    There were challenges across:

    • how the product would be introduced without existing brand recognition or reviews

    • how creative would be developed to communicate the value clearly

    • how campaigns and measurement would be structured from day one

    • how platforms, media, and tools would work together

    This created a high-risk launch environment, where early performance could easily be misinterpreted.

    What I did
    I worked across creative, media, and measurement to establish a more solid launch foundation — including:

    • defining a set of creative assets to ensure variation and learning

    • setting up a clear measurement framework

    • supporting the first phase of creator activation

    • aligning platforms, media teams, and tools

    • establishing practical systems (including naming and tracking) to make reporting usable

    Result
    A more structured launch setup, clearer visibility into performance, and a foundation that allowed the brand to learn, adapt, and grow over time.