Challenge

Oracle had run a lot of inclusion talks before. Most felt like tick-box exercises, and engagement was low. They needed something that would actually land with a sceptical audience who had heard it all before.

Solution

I built the session around Oracle's specific commercial and operational context, not a generic inclusion overview. The talk made the case that lasting inclusion requires systemic change, not just cultural goodwill, and gave leaders a practical framework for identifying where their systems were contradicting their stated values.

Rather than a monologue, the session opened into a structured Q&A designed to let the audience build, question, and challenge the material directly. Dialogue with the room allowed me to give tailored advice and reflections to those who were engaged. That personalisation is critical for trust and actual implementation.

Impact

Named a highlight of the Culture Hour series as a whole by the event lead. Audience feedback cited concrete next steps, not just inspiration. The session prompted follow-up from individual leaders seeking further advisory support.

Challenge

2020 Levels were looking for a speaker as part of their panel programme on diversity and inclusion, to educate and inspire young professionals from underrepresented groups. The audience needed something that connected to their lived experience, not a lecture on corporate best practice.

Solution

The 90-minute presentation wove together core ED&I concepts with live polls and discussion topics exploring each attendee's professional values, priorities, and motivations. Rather than explaining why inclusion matters in the abstract, the session connected the theory to what it specifically meant for each person in the room.

This approach created a session about self-awareness, embracing identity, and real professional connection, not just awareness-raising.

Impact

After joining the initial panel as one of three speakers, I was invited to take an extended recurring slot presenting to every subsequent cohort. Those sessions have since evolved into two-hour engagements covering self-awareness, identity in professional life, and how to navigate ED&I from the inside. The invitation to return is the clearest signal of impact.

Challenge

The NSPCC needed to ensure all members of its complex, nationwide organisation understood microaggressions and could model effective bystander intervention. The challenge was scale combined with diversity of experience: groups had wildly different levels of ED&I awareness, different political views, and different relationships to the subject matter. A standard workshop wouldn't hold.

Solution

An 18-month rolling workshop series with groups of 15 or more, building a holistic, data-led case for inclusion from sociology and psychology through to organisational value and practical skills. Each session was facilitation-led rather than presentation-led, grounded in compassion and non-judgement, with particular care taken for marginalised attendees in the room.

The approach allowed me to read each group and calibrate in real time, which was essential given the range of starting points across the organisation.

Impact

94% five-star rating across 700 employees. Five-star rating from project owners. A marked and measurable uptick in staff confidence in identifying microaggressions and the willingness to take action. This programme became the benchmark engagement across the NSPCC's internal learning provision.

Challenge

AB InBev wanted to ensure their top global campaigns had the sharpest possible refinement before market. Part of that was ensuring there was an expert culture and inclusion lens across the creative for Budweiser, Corona, Leffe, Stella Artois, and others. After several years as lead ED&I consultant for the global brand team, I was invited to join the BrainTrust panel as a freelance advisor.

Solution

My review wove together knowledge of inclusion, crisis, and strategy to identify gaps in the creative concepts, executions, and the processes that produced them. The work wasn't confined to reviewing finished ideas. I challenged briefs and assumptions upstream, which had a compounding benefit: not just improving individual campaigns, but giving the team clearer insight into how to build a more robust approach to inclusive creative from the start.

Impact

Developed multi-brand awareness of colourism across the portfolio. Identified underrepresented identities in the luxury brand tier. Strengthened the material impact of sustainability campaigns. The campaigns reviewed were part of AB InBev's submission for Cannes Creative Marketer of the Year, which they won.

Challenge

Just Global were undergoing an internal restructure and needed to understand where they actually stood in order to make informed decisions about what came next. Their people function was covered, but leadership knew their understanding of inclusion had to be more holistic than that — spanning communications, programmes, policy, and regional differences.

Solution

A full-spectrum audit across policy, events, inclusive programmes, and communications. The review went deep on gaps and opportunities in external and internal communications, the structure of existing ED&I programmes and initiatives, and policy and contracts across regions with materially different legal and social frameworks for equality and inclusion.

Impact

Produced recommendations across communications strategy and ERG structure. The most significant finding was structural: the intersection of a tenure-based holiday allowance and a flexible working policy that favoured senior staff with lower client exposure created an exclusionary and unequal access to rest across the organisation. The findings informed a policy redesign to ensure equitable access and activations across their global workforce.