Core customer and enterprise platforms were running across fragmented, aging on-prem infrastructure with limited observability and inconsistent failover. Change windows were long, recovery was manual, and capacity planning was guesswork. The business wanted better availability during peak cycles, stronger business continuity, and lower total cost of ownership—without disrupting regulatory obligations or daily operations.
STAR Stories Indi
Delivering AI/ML Strategy That Improved Productivity and Reduced Errors
Royal London relied heavily on manual processes for operational checks, data analysis, and exception handling. These manual steps created delays, operational cost, higher error probability, and inconsistency in customer and internal outcomes. There was interest in using AI/ML, but no enterprise strategy, no prioritised use cases, no platform for adoption, and limited internal capability.
Mastering Strategic Skills While Consulting Full-Time and Coordinating 4 International Exams
After a successful career built on hands-on operational leadership, a ceiling was encountered in accessing senior executive value creation roles due to a lack of formal, advanced strategic and financial credentials.
De-Risking Market Entry in 30 Days by Bypassing Bureaucracy for Legal Clarity
A hyper-growth tech platform needed to expand into a new international market, but its business model existed in a legally ambiguous “grey area.” Remote attempts to gain regulatory clarity had failed, meaning proceeding with the launch carried the risk of a catastrophic, costly failure.
90% Marketing Budget Cut with No Loss in Volume
A hyper-growth tech-enabled tourism platform had significantly increased its digital marketing spend with no corresponding lift in bookings. This massive, inefficient capital expenditure raised serious concerns about the performance of both the sales and marketing departments.
Achieving 50% Revenue Growth and 95% Complaint Reduction in 30 Days for 5-Star Hotel Bar
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.
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...
