I started in 2006 as a workflow coordinatorNote 1 — On originsJPMorgan Chase, Global Creative Services. The unsung intake-and-delivery role that taught me the work that matters in financial services isn't the prettiest — it's the work that ships. at JPMorgan Chase, in a small team that fed every internal pitch, financial communication, and client deck through a single intake. The work was uncelebrated, but I learned, very early, that the design that matters in financial services isn't the prettiest. It's the design that ships on time, lands in the room, and survives a partner's revision twelve hours before a meeting.
That observation has shaped every role since. Over twenty years I moved from analyst to team leader to operations managerNote 2 — On scaleEventually responsible for a 60+ person creative organization across NA, EMEA, and APAC, delivering 1,000+ executive presentations a year for senior leadership and client-facing engagements. — eventually responsible for a sixty-person creative team across North America, Europe, and Asia, delivering more than a thousand executive presentations a year. The work was rarely visible to the public, but the operating standards behind it were the reason it shipped at all.
In 2019 I crossed into senior design practice itself, joining the Marsh Canada engagementNote 3 — On MarshSix years through Xerox as Senior Designer, Marketing & Communications — leading creative for risk advisory, executive communications, and high-stakes client renewals. Selected enterprise output appears in § II. through Xerox as Senior Designer — leading creative for risk advisory, executive communications, and corporate renewals. In 2025 I moved to Global HSE Consulting Limited to build a marketing and communications function from the ground up: brand, learning, digital, and the launch infrastructure for a global occupational health practice.
What I install, role to role, is the operating layer between executive ambition and on-time delivery: the workflow, the brand standards, the templates, the people, the review cycles, and the quiet judgment that keeps a deck from going wrong on the morning it matters. I do this in financial services, in consulting, in regulated industries. I do it best where the stakes are high and the language has to be clear.