At COWRKS, I grew my remit from CEO-mandated transformation projects to three functions and a 16-person team spanning Transformation, Strategy/FP&A and Product Strategy. I built a five-year organisation design roadmap after the Brookfield acquisition; the company grew from 90 to 380 people broadly along its projected shape, while corporate cost fell 7 percentage points of revenue.
I also designed Converge from proposition to go-to-market, and helped shape an asset-light management-fee model that now represents around 30% of the portfolio. At Marriott International, I worked across Asia Pacific on shared services, post-merger integration and capability programmes, including a sales performance platform rolled out across the region.
