Selected work and involvement
Close to the work.
At every level.
Strategy, creative involvement, team direction, and platform oversight. Each engagement below shows where and how I was involved. A significant portion of ongoing work operates under confidentiality and is available on request.
Building a content system
for a live broadcast brand.
My involvementStrategic lead and creative oversight. I set the content direction, shaped the communication framework, evaluated creative ideas against the strategy, and directed how the brand showed up across social platforms throughout the broadcast season.
The situationMasterChef South Africa runs across a broadcast cycle with fixed air dates and an audience that spans different demographics with different relationships to food. The challenge was to build a content system that held engagement across the full broadcast window, not spike at launch and collapse by week three.
The problemLive broadcast brands are often treated as events rather than ongoing conversations. A content calendar built around the broadcast schedule alone misses the points of genuine audience interest that exist between episodes. Ideas were being evaluated on novelty rather than strategic fit.
What was builtA content framework developed from mapping the audience's actual relationship with food culture in South Africa. The framework defined communication categories beyond the episode itself: the cast as people, the food culture behind the dishes, and the moments that generate participation rather than passive viewing. Creative ideas were evaluated against these categories, not instinct.
Creative directionI shaped the hooks and angles that gave the content team clear criteria for what was worth making. This reduced the time spent debating individual pieces and increased the consistency of quality across the season.
The pointA broadcast window is not a content strategy. This worked because it treated the show as the context, the audience as the subject, and gave the team a framework they could use to make better decisions independently.
Digital strategy and team
structure for a public institution.
My involvementStrategic lead, team structure design, and content system oversight. I built the framework that governed the digital operation, defined the team roles and workflow, and stayed involved in creative direction and platform performance review.
The situationGEPF needed a digital presence that could communicate clearly with a large and diverse membership base. The existing approach lacked consistency, strategic direction, and any governing logic for what got published and why.
The problemPublic institutions often default to broadcast communication. Content goes out because it needs to, not because it is designed to reach anyone in particular. The team had no clear criteria for what good looked like or what the digital presence was actually for.
What was builtA digital strategy framework built around what members actually need to know and when. Channel logic, content categories, a posting structure aligned to communication priorities, and a workflow that the team could operate with clarity. Team roles were defined to match the output requirements.
Team and capabilityPart of the work involved building the team's confidence in making strategic decisions about content. That is not a training exercise. It happens through consistent direction, clear feedback on what is working and what is not, and giving people enough context to make better calls themselves.
Platform strategy and creative
oversight across an FMCG portfolio.
My involvementStrategic and creative oversight across multiple brands within the portfolio. Platform strategy, content direction, influencer programme structure, and creative evaluation. Each brand required a distinct positioning while sharing operational infrastructure.
The situationManaging multiple FMCG brands simultaneously means the systems need to be strong enough that the team can operate independently while the strategic lead stays close enough to catch quality issues before they go out.
Creative involvementI evaluated creative ideas, shaped hooks and campaign angles, and provided direction on what the content needed to do differently on each platform. The same idea rarely works the same way on Instagram, Facebook, and TikTok. Platform-specific thinking is part of the creative process, not an afterthought.
Influencer approachInfluencer programmes across the portfolio were structured around strategic fit rather than follower count. Who a brand is seen alongside in this market matters. The brief always came before the casting decision.
Team structureA shared operational structure with brand-specific ownership built within the team. Specialists owned individual accounts but operated within a consistent framework. That is how you maintain quality at portfolio scale without a bottleneck at the top.
Additional involvement
Nedbank · SodaStream · Knorrox · Wits Business School · Dermopal · Puma Energy · available on request under NDA.
Earlier work with Telkom, Huawei, Garnier, Dark and Lovely, and SANRAL is part of the record. Available on request.