My first startup role was at Deliveroo, back when most people still had no idea what Deliveroo was. That was my introduction to fast-moving companies and the strange, exhausting, exciting world of startups. After that came Babylon Health, where I started understanding the scale and complexity that ambitious companies can grow into.
A little later, I joined a company called Parade World. It stayed with me for reasons that had nothing to do with job titles or growth metrics. The CEO, Craig, led with a level of kindness and humanity that changed the way I thought leadership could feel. People felt valued there. Seen. Trusted. That experience shaped me more than I realised at the time, and it became something I wanted to carry into the rest of my career.
Over the years I worked across operations, scaling, hiring, systems, people, and governance. I have seen companies succeed and watched others stop existing. I have been in the rooms where things went right and in the rooms where they quietly fell apart. I have made mistakes, learned from them, and built the kind of pattern recognition that only comes from being properly present in very different environments at very different stages.
I am highly adaptable. Not because I am directionless, but because I have had to be. I discovered that understanding different contexts, different needs, different kinds of teams, is actually one of the most useful things I can offer.
I spent time inside the hypergrowth of Gorillas, where the pace outran the structure daily. I moved to Spain and worked at Amazon, which taught me quickly what kind of environment brings out my best. More startups followed. Paris, then back to Barcelona, then back to the UK, where the freelance work I'd been taking on gradually became the actual shape of my career.
Some of what that's actually looked like: building a business operations and HR function from nothing for a company that hadn't launched yet, and taking €30,000 a year out of its payroll contracts on the way. Managing 180 vendors across the US, UK and Canada while holding 98% on-time delivery through Brexit rewriting the customs rules underneath us. Rebuilding a maintenance and support operation in Paris so that, for the first time, anyone could see what was being spent and on what. And more recently, running operations across UK and Rwanda entities through an acquisition and integration.
None of the moves were because work sent me there. I moved because I wanted to experience those places fully. I wanted to know what it actually feels like to start over somewhere new. Build a life from scratch, navigate uncertainty, loneliness, excitement, language barriers, identity shifts, and all the emotional and financial complexity that comes with changing countries. So if someone comes to me wanting to understand what that experience looks like in reality, not just on Instagram, I understand that too.
The truth is, my relationship with work has never been purely professional. I care deeply about how people experience their lives inside the systems they work within. I care about burnout, mental health, emotional safety, ambition, meaning, communication, and the invisible pressure so many people quietly carry.
I also trained in counselling at Birkbeck, which gave me a language for things I'd been noticing in workplaces for years without being able to name them. It's why I take the emotional weather of a team as seriously as its process. People carry a lot into work that work never sees.
That humanity is not separate from my work. It informs it.
Most operational problems are human problems first.
That's also why I offer advisory sessions for individuals. Not as a separate business, but as an extension of everything above. If you're navigating a career decision, a life transition, a move, or working out what you actually want, I've lived most of those situations as well as trained for them.
Earlier this year, I spent 3 months in Portugal slowing down and trying to understand what I actually wanted the next chapter of my life to look like. Somewhere during that period, Made to Work became clear. Not just as a consultancy, but as a philosophy.
I want to help companies build healthier, more thoughtful ways of working. I want to help people value themselves properly. I want to help ambitious teams grow without destroying the humans inside them in the process.
The question underneath all of it, for me, is why people think the way they do. How stress, identity, emotion and performance intersect. I read about it constantly and I probably always will. It isn't a credential. It's the lens I bring to the work.
Because the best work rarely comes from control. It comes from clarity, trust, safety, communication, and people being given the space to actually function well.
Made to Work is new, formally at least. The work behind it isn't. Two years of freelancing, inside real teams, solving real problems, became a point of view. This is that point of view, given a proper home.