A flagship multilevel bar within a 5-star Australian hotel was a financial liability, having underperformed for years. The culture was punitive, staff were demoralized and fearful, and metrics were poor. Leadership was prepared to close the venue if its reputation decline could not be immediately reversed.
STAR Stories Indi
Overhauling Ancillary Revenue at European Resort to Achieve Record Guest Spend
An iconic 300+ bed college-age social resort in Europe was underperforming in key ancillary revenue streams (tours, events) and facing a falling reputation. The existing model suffered from guest decision paralysis due to too much choice, leading to low participation and fractured groups.
Full-Scale Operational & Financial Turnaround
A 120-bed beachside social resort in Asia had strong potential but was underperforming financially and operationally. Competitors were engaged in a destructive price war, driving market rates below breakeven. The main ask was to execute a full-scale transformation to stabilize the asset and achieve sustainable market dominance.
One GTM, One Team: Aligning Ads & SaaS to Unlock $50M ARR
Situation: After Tink Labs (hi.com), a SoftBank-backed company, acquired LUXOS, the ad sales and hospitality/B2B SaaS teams operated on different motions. They used conflicting ICPs, overlapping territories, and separate KPIs—so campaigns weren’t targeting the same premium traveler audience. The result: ad revenue was underperforming and B2B SaaS ARR was low, with little cross-sell or repeatability.
Scaling Success: Winning a £3M Contract Through Operational Excellence
While leading a team of project managers at Lightspeed Research, I was given a major opportunity when our company was invited to pitch for a high-value contract worth over £3 million annually. Given my background in project and operations management—and my strong relationship with the client—I was asked to join the pitch team alongside the...
Transforming a Critical CRM Project from Chaos to Clarity
When I was part of the Global Transformation Team at Kantar, I was asked to take over project management for our CRM and CPQ platform. The product hadn’t had a dedicated project manager for over a year, and the previous product manager had been removed due to performance concerns. There was no clear sponsor, and...
Leading Through Resistance: Uniting Global Stakeholders for £1.5M Impact
One of the first projects I led after joining the Global Transformation team was a global rate card remodel. The objective was to update our asset costs to better reflect operational realities and competitor pricing. The challenge? The project required alignment across a diverse group of senior stakeholders—from Australia to the US West Coast—each facing...
Change That Sticks: Building Ownership and Driving Results with ADKAR
As a Programme Manager for the EMEA region at Kantar, I was tasked with leading a major initiative aimed at improving operational performance. The goal was to increase the conversion metric from 29% to 36% across the region by improving delivery processes, embedding new behaviours using the ADKAR change management framework. It required cross-regional collaboration,...
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