“We live permanently in the recurrence of our stories.” — Michael Ondaatje
These stories shape how we make decisions, how we interact with others, how we define growth or success. Often, we repeat them on autopilot, like walking the same forest path over and over.
My work helps leaders and teams become conscious narrators of these scripts. From there, we can design strategies, structures, and processes that don’t just look good on paper, but are actually workable and drive change. Below a couple of examples of leaders and organisations that I worked with.
Embedding sustainability into the operating model of a global coffee trader
Context
A global coffee trading company operating in 50+ countries, with over 1,400 employees across origin and destination markets.
At a glance
Business challenge: Sustainability ambition was clear, but execution and ownership across the organisation were inconsistent
What we did: Designed business transformation framework, including leadership programme, to embed sustainability into decision-making, operations, and commercial conversations
Business outcome: Reduced execution risk, stronger internal alignment, increased commercial traction on sustainability, and multi-year growth in sustainable sales
Value proposition development to mobilise funding for systems change
Context
IDH was entering into a new strategic phase with its 2026–2030 Multi-Year Plan, requiring a shift from project delivery to system-level change. At a time of declining and changing donor funding, heightened political pressure, and general scepticism towards sustainable development, the organisation needed to mobilise capital for its agri-commodity programmes (including coffee and cocoa).
At a glance
Business challenge: Strong strategic ambition, but fragmented narratives, duplicated effort, and fundraising in a tightening funding landscape
What we did: Aligned leadership, sector teams, and fundraising around clear, fundable propositions through co-creative workshops and creation of value propositions
Business outcome: Faster fundraising, clearer strategic focus, reusable propositions, and increased confidence with donors and partners
Reframing Double Materiality as a strategic exercise
Context
Global coffee traders and roasters were preparing for CSRD and Double Materiality at
an early stage, in a sector characterised by complex value chains, shared risks, and increasing regulatory pressure. At the same time, the coffee market was facing significant volatility, margin pressure, and a heightened focus on short-term commercial resilience.
The work began before regulatory timelines were finalised, at a moment when organisations were deciding whether to treat CSRD as a compliance exercise or as
a strategic opportunity aligned with business operations and long-term resilience.
At a glance
Business challenge: CSRD risked becoming a costly compliance exercise, leading to duplication, fragmented investment, and missed opportunities to strengthen the business
What I did: Led and designed an early-stage CSRD and Double Materiality process, aligning leadership and functions internally while initiating pre-competitive coordination across the sector
Business outcome: Clearer priorities, reduced duplication, stronger cross-functional alignment, and a foundation for treating CSRD as a strategic and operational lever rather than a reporting burden