Six projects, and what the question actually was

These are chosen because of where in the life of a scheme the work happened.

Canary Wharf Group

Newfoundland and Wood Wharf

The questionCanary Wharf Group was entering residential as a new asset class and wanted best-in-class from the start. How do you build that, and keep every stakeholder pulling the same way?

What I didHelped set up and build the residential sales and marketing teams, and delivered the marketing, brand and launch strategy for Newfoundland. Led the CRM scoping and implementation, including Salesforce and training. Became the guardian and gatekeeper of Wood Wharf's stakeholder engagement, placemaking strategy and place brand.

What happenedCanary Wharf gained confidence in its residential offer and a fully integrated CRM and operational framework, in line with its best-in-class standards. By bringing the many stakeholders and contributors together, we helped define the vision and guiding principles for Wood Wharf, with buy-in from everyone involved.

Confidential

Dubai Developer

The questionOne of Dubai's preeminent developers wanted customer experience to match its ambition. What does best practice look like, and how will they know they are delivering it?

What I didStrategic CX consultancy and advisory: bringing CX best practice, benchmarking and KPIs.

What happenedImplementation of world-class benchmarking KPIs and best practice for teams to be trained and measured against.

Old Oak and Park Royal Development Corporation

Mapping 2,000 businesses

The questionA development corporation planning one of Europe's largest regeneration zones, with no rigorous picture of the 2,000 businesses already there. How do you plan, invest and engage with people you have not yet heard from?

What I didLed a five-month research and engagement programme: a structured survey and engagement plan, combined with network-mapping technology, capturing activity, needs and regeneration sentiment across all 2,000 businesses.

What happenedA bespoke platform cataloguing every Park Royal business and surfacing the infrastructure demands and commercial dependencies behind them. The findings shaped OPDC's planning decisions, supported government funding bids and enabled targeted engagement with the occupiers committed to the area.

Apache Capital and Present Made

Single-family rental

The questionApache Capital and Present Made needed evidence before committing to design, amenity and tenure across two schemes. Who would live there, what would they pay, and did the market exist?

What I didA ten-month customer research programme across 373 homes at Eddington in Cambridge and 650 at Millview in Bedfordshire: macro market analysis, demographic research, surveys of 443 and 500 people, social listening, and bespoke Customer Profiles of the people who would live there.

What happenedThe research confirmed 98% appeal at Eddington, giving Present Made the intelligence to shape product, amenity and leasing strategy with confidence. The Eddington work fed directly into planning, supporting approval for one of the UK's first purpose-built single-family rental homes.

A European investor

A €350m portfolio conversion

The questionShould this portfolio be converted to a new residential product and operating model?

What I didResearch into the customer, the product and the service, tested against the price point and the cost to serve.

What happenedI advised them not to proceed. The product and the service could not be delivered at the price the model assumed. The best decision I have made for a client is one where nothing got built.

Confidential

Iconic London Mixed-Use Estate

The questionA large, growing prime central London estate serving residents, office occupiers, retailers and visitors. Where do the customer journeys break down, and what should come first?

What I didDesigned and facilitated an immersive on-site workshop: a discovery tour, an operational data review and cross-functional discussion, with insight from 18 members of the team.

What happenedA clear, evidence-based picture of how customer journeys perform across the estate. The team aligned on the priority journeys, operational pain points and information gaps, giving the managing agent a structured foundation for a phased customer experience strategy.

A note on how these are chosen

I have worked on more than 130 schemes. These six are here because each one shows strategic decision making rather than a building, and because between them they cover the range: prime central London, the Middle East, large-scale regeneration, a mayoral development corporation and a project at investment or viability stage.

Other clients include British Land, Westminster City Council, Brookfield Multiplex, Landsec, Lendlease, Sellar, Yoo, URW, Related Argent, Hub, Oaktree, Elysian, Hines, Hermes, Notting Hill Genesis and Node.

Work with me

If a scheme is at the stage where the question is still open, that is when I am most useful.

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