Since 2020, I've been working as an independent consultant, focusing on early-stage SaaS platforms. I've mapped and improved workflows, and even built a telehealth eCommerce app from platform configuration through user-feedback iteration.

A key part of my role involves leading product discovery. I conduct user interviews, validate assumptions, and define MVP scope for various concepts. I design and test prototypes using tools like Figma, Visily, and AI, and advise founders on product-market fit, commercial modeling, and go-to-market strategy.

My role as Senior Consultant in Enterprise Risk Management at Aon UK in 2019 involved at first designing independently a multi tab Excel tool for a Corporate Governance restructuring project, to assess their maturity and gaps before to design their future state though engaging workshops that I planed and briefed.

I also introduced structured role allocation (RACI) to improve quality assurance in various project proposals that I didn’t personally scoped, but drafted and planned in detail, for commercial model to resourcing and client sales decks.

I also contributed to PMO functions, drafting Project Initiation Documents, pricing models, and sales pipelines and trackers for unmonitored opportunities that were pre-paid (ERN advisory optional services, included in the packages that AON brokers sold to insurance clients).

Aon's focus on defining how to best reinvent work for risk management and human capital, provided a dynamic environment for this work.

From 2015 to 2017, I was a Consultant in Business Performance Improvement at Ernst & Young Global Consulting Services in London.

EY's purpose is building a better working world, and a large portion of my work focused on process optimization advisory. I also delivered business cases that I designed independently and fully planned, that achieved up to 70% time savings and 50% cost savings across UK&I risk management and other processes.

I supported the creation of tools for designing targeted operating models, led stakeholder interviews, and risk reports for senior leadership. I also managed a team of 10 colleagues.

During this time, I contributed to a £24 billion Land Development portfolio optimization, strategy and pilot, generating £300K in sales.

I supported a £4 billion restructuring transaction for a global business group with commercial due diligence on their IP, future sale pipeline, portfolio, market research.

I also worked on GtM and JV feasibility studies for a Land Development new venture

In 2015, I spent time as an Analyst in Strategy and Business Transformation at Linklaters LLP in London. Linklaters is a global law firm, and this role gave me exposure to their operations.

My work involved supporting analysis for M&A and divestment transactions. These often included distressed targets, which added a layer of complexity to the projects.