I began as a journalist, drawn to stories and to the weight of telling them responsibly. As BBC Senior African Correspondent, I learned that the most consequential skill in any room is not speaking. It is knowing what to ask, when to stop, and whose voice the moment requires.

That instinct has never left me. Over time, my work moved from newsrooms into the spaces where communication carries the highest consequence humanitarian response, global health policy, institutional leadership. I became interested in a specific problem: how organisations and leaders with genuinely important things to say often fail to say them in ways that land, persuade, or last.

That is the problem I work on.

I see communication not simply as a function of institutions, but as part of the infrastructure of leadership itself. The words we choose, the stories we elevate, and the voices we include shape how decisions are understood and whether trust can take root.

Today I advise institutions and leaders on strategic communications, shaping narratives for flagship reports, building communication strategies for moments of crisis or transition, and ensuring that evidence reaches the people who need to act on it. I also facilitate and moderate high-level convenings: policy dialogues, ministerial forums, global conferences where ideas need structure and rooms need holding.

What I bring to both is the same thing: a journalist's instinct for what is true, what matters, and what the audience actually needs to hear.