I've watched capability get built, spotted and rewarded — from the inside.

Computer Science, AI & Image Processing · South Africa + Germany

I studied Computer Science with a focus on AI and digital image processing—before today's generative AI wave made the field mainstream. That grounding in how machines actually represent, process and learn from data gave me an instinct for what these systems can and can't do. I followed that with an MBA in Germany, which pushed me into business operations and strategic thinking.

Consulting & Commercialisation · Africa

I worked on IBM Watson in Africa at a time when enterprise AI was genuinely new and genuinely hard to explain. The work was about helping clients understand what cognitive technology could realistically do in practice—separating what was useful from what was just a compelling demo. It shaped how I think about AI adoption: the challenge is almost never the technology, it's the operating conditions around it.

Early Operator · London

Up Learn is an education platform powered by AI and cognitive science—built on the research into how people actually learn. I was an early operator, joining when the core team was four people and helping scale the organisation to 70+ full-time employees and 40+ freelancers. We went through a successful fundraising round during this period, which brought its own set of operational and strategic challenges. The focus was building repeatable capability: clear ways of working, the right metrics, and teams that could execute as things moved fast. Scaling without losing what made the product special.

Head of Strategy & Operations · Berlin

At Morressier I led strategy and operations across a period of significant growth — from Series A through to Series B. I led cross-functional teams integrating operations, legal, people, and finance functions to support rapid growth and international expansion. That meant scaling systems, designing operating rhythms, building GTM infrastructure and driving execution across the organisation. We clarified priorities, redesigned ways of working and built the operating rhythm that let the team move faster with more confidence. Strategy needs a spine.

Strategic Accounts & Workforce Transformation · Global

With LinkedIn, I worked with global organisations on enterprise learning, workforce transformation, capability building and AI adoption. The organisations making real progress weren't the ones with the biggest budgets—they were the ones treating capability as a strategic priority, not a training exercise. Real change sticks when people have the skills and confidence to work in new ways.