From defining BMW’s software-as-brand strategy to building go-to-market plans for deeptech startups. A selection of engagements across automotive, mobility, and adjacent sectors.
Conceived and led a €1M programme establishing software as a brand medium. Working directly with design, engineering and marketing leadership to define how digital experience would carry BMW’s brand identity forward. Delivered across 7 Series, 5 Series and X3.
A decade ago, car companies were hardware-led, with design firmly rooted in geometry and surface to express brand values to a loyal, repeat customer base. But consumer sentiment was shifting fast, driven by widespread smartphone adoption and demographic change in emerging markets. Technology was becoming the primary lens through which people experienced and judged products.
As part of the BMWi team I regularly initiated and presented forward-looking concepts for internal review. The task was to demonstrate to the advanced design leadership a credible vision of how the brand needed to move at pace in response to the paradigm shift presented by digital technology.
I recognised the opportunity in embracing software and the changing role of design to express brand values through digital and lighting media. I identified key stakeholders in neighbouring departments working on parallel concepts, shared my vision, and took time to understand their perspectives and departmental strategies. Working closely together, we built a coherent digital strategy that satisfied brand, software and design requirements. I consolidated this as a singular product vision and roadmap, and acted as creative director to develop a working prototype with a small cross-functional team. This created unified messaging to engage a wider internal network and secure buy-in from senior stakeholders.
The prototype, coordinated test-drives and presentations persuaded a wide audience of the merits of an experience-led vision for BMW design. The concept was awarded €1M for further development and €300k for a global research exercise. I received a personal bonus and a new role as project leader to oversee its implementation in production design. The programme increased BMW’s reputation for connectivity and established a model for third-party integration, ultimately delivered across the 7 Series, 5 Series and X3.
Contributed to the design development of the first Rolls-Royce SUV. A product that required entirely new thinking about what the brand could be, without losing what it was. The Cullinan now accounts for 25% of annual brand revenue.
Core design team member from early concept work through to production vehicles. A programme that required rethinking what a car brand could stand for not just what it could make. Eight patents filed. Six awards including Red Dot and iF.
C-suite advisory engagement for a major British carmaker navigating digital transformation. Global benchmarking across automotive and adjacent sectors, competitor analysis, and strategic recommendations delivered to board level. Client name confidential.
Leading business strategy for a deeptech startup building SaaS that keeps humans in the loop and optimises sustainability in product development. Partnering with first customers OEM, Tier 1, Tier 2 to shape product direction, combining market insight with interface design and commercialisation strategy. Working with founders on go-to-market plans, IP, sales pipelines, and investor readiness across automotive and adjacent sectors. Translating complex research from a team of professors and technical experts into clear product narrative and GTM.
Strategy, capability development, and new proposition work across three distinct brand contexts. Each engagement required a fresh perspective on where the brand sat in a changing market and what it needed to do next.
Early-stage concept generation and research within Honda Advanced Design, Tokyo. Working at the furthest point from production where the real questions about the future of mobility were being asked.