Consumer Goods.
Technology.
Global Retail.

I started my career at Unilever, where I learned that marketing is not a creative department but a commercial discipline. Over a decade I managed multi-brand P&Ls globally, relaunching full core portfolios from new packaging to new positioning, turned around underperforming categories, and launched new brands from scratch. I learned to read a business case or supply chain investment as fluently as a consumer insight. That foundation, the rigor of knowing your numbers and your consumer better than anyone in the room, has shaped everything I've done since.

From there I ran marketing for the Pepsi Lipton joint venture across EMEA, which taught me something different: how to build consensus and drive growth when you're answering to two corporate giants with very different cultures and priorities. We launched Pure Leaf as a premium European business and relaunched the Lipton brand with the new generations. It was a masterclass in navigating complexity.

Then came Google, where I spent a decade as part of the EMEA senior marketing leadership with CMO responsibility for key European markets. I led both B2C and B2B marketing for products that billions of people use daily: YouTube, Android, Gemini, Google Assistant. Google taught me speed, the power of data, and how AI changes everything about how we reach people.

Today I lead Global Marketing for IKEA Retail, the largest retail operation of one of the world's most iconic brands. It is one of the most challenging and fascinating briefs I have ever taken on: steering a massive omnichannel transformation across 30+ markets, making 3.1 billion online visits and 620 physical stores feel like one seamless experience, while making sure a brand that has shaped how generations think about life at home stays just as relevant for the next one.

Across all of it, one thread connects everything. I believe the best marketing organizations need to master both long-term brand building and the AI-driven capabilities that modern growth demands. I care most about making that happen: building teams, raising the bar from global centers of excellence to local market teams, and making sure great work happens consistently, not accidentally.