Case Studies

Three examples of how I build capability.

Nike · Innovation

Building an innovation system rather than an innovation team

13x+digital penetration context
2018accelerator launch period

Executive context

As digital commerce matured, the challenge shifted from scaling known capabilities to sustaining exploration. The risk was becoming excellent at optimizing yesterday's success.

Strategic response

Together with colleagues, I co-founded the Nike EMEA Innovation Accelerator as a capability-building platform, combining Design Thinking, Lean Startup, rapid experimentation, executive sponsorship and access to funding.

What changed

Teams were encouraged to validate hypotheses through Minimum Viable Products and direct consumer feedback before scaling investment. Representative initiatives included an interactive running-shoe selector, early conversational-commerce pilots and in-office gym pod concepts.

Leadership lesson

Innovation becomes durable when it is embedded in process, funding, governance and culture—not concentrated in a specialist team.

KFC Europe · Platforms

Reframing delivery aggregators from cost to competitive advantage

+50%aggregator sales over four years
3capability pillars

Executive context

Delivery aggregators were widely seen as a necessary evil: high commissions, limited customer ownership and growing dependency.

Strategic insight

I believed the organization was asking the wrong question. The challenge was not whether aggregators were expensive, but whether we could outperform competitors within the ecosystem.

Strategic response

We built an integrated programme around Retail Media optimization, menu engineering and user-experience optimization using consumer and performance data.

Business outcome

Aggregator sales increased by more than 50% over four years. Retail Media was also established as a strategic commercial capability rather than a standalone marketing spend line.

KFC Europe · CRM

Rethinking loyalty: why CRM matters more than points

5x+identified consumers
Multi-millionapp downloads

Executive context

Traditional points programmes can create cost, technology complexity and financial liability while encouraging transactions rather than relationships.

Strategic insight

Consumers are loyal because a brand becomes relevant, convenient and personal. Points are only one possible mechanism.

Strategic response

I sponsored Loyalty Light, a CRM-first model emphasizing lifecycle engagement, customer intelligence, personalization and shared services rather than heavy points economics.

Business outcome

The identified consumer base expanded from approximately more than 5x members, supported by more than multiple millions app downloads and around millions of monthly active users.