Bringing creativity into enterprise transformation.
Work across Accenture Song, Vaimo and Metropolis where the subject was not a single brand or product but the creative operating model of the organisation itself. The task was to give creativity real authority inside environments built for scale.
Large organizations rarely lack activity. They lack clarity, creative authority and alignment.
The challenge
Large organisations rarely lack talent, tools or ambition. They lack a clear place where creative authority sits and a shared language for how creative decisions get made. Without that, every project restarts the same argument.
The invitation was usually to lead a specific engagement. The real work was building the conditions under which the next engagement would go better without me.
What I did
Set up creative leadership structures that could operate at enterprise scale without collapsing into process.
Led high-visibility engagements as proof of what the new operating model could produce.
Coached senior leaders on how to protect creative decisions inside organisations built to average them out.
The result
The tangible outputs — decks, frameworks, engagements — matter less than the shift they left behind. Creative decisions now happen closer to where the company decides what it wants to become.
- 40+
- 3
- 1
Senior practitioners coached into leadership roles
Operating models still in use across the organisations
Shared language for creative authority
Enterprise environments are complex. They involve many stakeholders, many systems, many teams and many competing priorities. My leadership work across agencies and enterprise environments informs my ability to operate at the intersection of creativity, technology and business transformation.
About the company
Accenture Song, Vaimo and Metropolis
Three very different organisations that share one problem: how to give creativity real authority at scale. The work was as much organisational design as creative direction, and the two are inseparable in environments this large.
- Enterprise services and independent creative
- Creative leadership, operating model, senior coaching
- Sustained engagements across a decade
- Creative leadership at scale
“The larger the organization, the more valuable clear creative authority becomes.”