Talks, panels, podcasts and press commentary on brand building, consumer insight and F&B marketing — across Dubai, India and Africa.
TEDx talk. Why the best marketing careers are built on better questions rather than faster answers.
Leaving a corporate marketing directorship, and what it takes to build a practice founders come back to.
Fractional CMO and former Marketing Director for KFC MENA, opening the Women in Digital power session.
A panel on who gets to lead in regional digital marketing, and what actually shifts the numbers.
Spikes Excitement Talk, episode 62. How consumer understanding turns into positioning, pricing and product decisions — and what changes when you take a brand across three very different regions.
Storyboard18. Commentary on where empathy-led advertising crosses into exploitation, and what brands owe the people they put on screen.
A fractional CMO owns your marketing strategy and its execution on a part-time basis. That means setting direction, deciding where the money goes, building or coaching the team, holding the KPIs, and sitting at the leadership table — the same remit as a full-time CMO, sized to what your business actually needs.
Usually when marketing activity is busy but growth has stalled, when agencies are running without a clear brief, or when a founder is still making the marketing calls themselves. If the problem is direction rather than delivery, and the business cannot yet justify a full-time CMO salary, that is the moment.
An agency executes a brief. A fractional CMO writes it, and answers for the outcome. I sit on your side of the table — deciding the strategy, then holding your agencies and internal team to it. In F&B that includes the decisions agencies never touch: menu architecture and pricing, the NPD pipeline, and whether a product has genuine market fit before spend goes behind it.
F&B moves on short cycles and thin margins, where menu, pricing, delivery platforms and brand all pull against each other. Most brands need senior judgement across all of it without carrying a full leadership salary — especially pre-launch brands and businesses scaling past their first ceiling.
Yes, and that is the usual case. I lead the team you have — setting priorities, coaching capability, and hiring into the gaps. The aim is a team that runs the strategy without me, not one that depends on me.
Anywhere from pre-launch brands to businesses at 100M USD. What matters more than size is whether marketing decisions currently have an owner, and whether there is enough at stake for senior thinking to change the outcome.
Pre-launch is often where the work pays back most. Defining the priority consumer, shaping the launch proposition, guiding packaging and product decisions, and building demand before the product lands — all of it is cheaper to get right before launch than to correct afterwards.
Available for panels, podcasts and keynotes. Get in touch · LinkedIn · Home