I lead the creative function at Rothschild & Co across EMEA, guiding brand, campaigns and communications within a complex, multi-division global business.
It’s an organisation built on trust, long-term relationships and serious thinking. The creative work needs to reflect that, with clarity, restraint and authority, while still evolving to meet a changing audience.
When I joined, the priority wasn’t disruption. It was direction. Strengthening the foundations. Clarifying standards. Raising ambition, carefully and credibly.
The team here is talented and deeply committed. My role has been to bring greater cohesion and conviction to the work: pushing outputs across divisions, sharpening strategic thinking before execution, and ensuring creative decisions are grounded in commercial understanding.
Part of that has meant building and shaping the team itself, hiring selectively, refining roles, and creating an environment where people feel supported and excited to think more critically and push ideas further.
Confidence matters. But so does clarity. And consistency. The aim isn’t just solid output. It’s better work, work that feels considered, purposeful and built to evolve over time.
Rothschild & Co is a business with multiple specialisms and divisions operating under one name. That complexity is real. Part of my focus has been creating more structure around how creative flows through the organisation: simpler processes, stronger collaboration with stakeholders, and ideas that allow different divisions to move forward without fragmenting the brand.
Change here isn’t loud. It shouldn’t be. But it is intentional. We’re raising the level of thinking, strengthening how the brand expresses itself, and building a creative function that can support the business not just today, but as it continues to grow and adapt.
The ambition is simple: work that earns trust externally, and builds confidence internally. And a team that’s set up to keep improving day after day, year after year.
