Case Studies

Here's what I deliver at international scale.

Over the past twenty years I've led commercial, category and eCommerce businesses across 28 countries throughout EMEA, APJ and LATAM.

Every project below represents a business problem, a leadership decision and a measurable commercial outcome.

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World map showing EMEA, APJ and LATAM regions

Commercial Leadership

I run categories as businesses, with the P&L to prove it.

3 OF 10 PROJECTS
HERO CASE ECOMMERCE GROWTH & P&L · 2022–2025

FROM $30.8M TO $68.3M

Expanding scope, building an international P&L

$68.3M
FY25 PLAN

In FY22 I owned the WW Peripherals P&L at $30.8M. Over the next three years my scope expanded to the full Displays & Accessories international business, taking on the POLY and HyperX post-acquisition integrations plus the Displays and Docking categories. That combined portfolio reached $60.08M in FY24, with a $68.33M FY25 plan, a 13.7% increase.

+13.7% YoY (FY24→FY25) · 28 countries · 4 regions
$68.33M
FY25 Plan
+13.7%
YoY Growth
28
Countries

ECOMMERCE GROWTH & P&L · 2022–2025

D&A International Business Leadership: From Peripherals to Full Portfolio

Three Years of Expanding Scope and International P&L Growth

I stepped into the D&A international leadership role in FY22 owning the WW Peripherals P&L at $30.8M. Over the next three years, HP's acquisitions of POLY and HyperX and the consolidation of Displays and Docking into the same P&L expanded my scope into the full Displays & Accessories international business across EMEA, APJ, Japan, and LATAM. By FY24 that combined business reached $60.08M, with a $68.33M FY25 plan, a 13.7% increase built on five specific growth levers worth $5.8M.

Scope of Work
  • Portfolio architecture across Peripherals, Displays, and Docking
  • POLY and HyperX post-acquisition integration
  • Country-level pricing strategy
  • Regional bridge planning by market (UK, SEMA, NE-CE, Japan, AP)
  • Cross-functional coordination (Merchandising, Planning, CRM, Telesales)
  • Growth lever design: pricing, traffic, on-site experience, portfolio optimisation
  • Team leadership of 10 direct reports and 12+ agency members
  • 28-country execution model
Results

Grew the international D&A business from $60.08M (FY24) to a $68.33M FY25 plan, a 13.7% increase, with FY25 contribution margin planned at $22.35M (+16%). Accessories revenue alone reached $22.7M in FY23 (+30% YoY), with telesales up 59% YoY and aged inventory cut from $800K to $27K the same year. As of Q2 FY25, international accessory revenue stood at $6.78M (56% of global) and international display revenue at $6.7M (51% of a $13.3M global total).

HERO CASE DIGITAL STRATEGY · FY22-FY25

EMEA Attach Rate & Cross-Sell Program

I built the Champion vs Opportunity country model: a multi-market playbook that turned accessory attach into a measurable, market-by-market discipline across 28 markets.

28
Markets
80%
UK C-Rate
+21.1%
UK ACC YoY
The Champion vs Opportunity model: driving accessory attach across 28 markets.

Accessory economics live or die on attach. Every laptop or display sold with an accessory carries better margin, and every market attaches differently. What makes a UK customer attach at four times the rate of a Polish one?

My role

I built the attach playbook around C-Rate and P-Rate matrices per market: Champion countries (UK, FR, BE, CH) scaled proven plays, Opportunity countries (PL, IT, ES) received targeted fixes. FY25 attach floors were set per sub-business: 12% commercial accessories, 15% consumer, 6% HyperX, 3% Poly.

Business outcome

The UK proof point: Q3 accessories revenue of $1.23M, +21.1% YoY, at 49% margin and an 80% C-Rate.

Leadership principle

The principle: attach is a country-level discipline. Averages hide exactly the markets where the money is.

FY22-FY25 · EMEA, APJ · 28 markets · C-Rate and P-Rate frameworks
HERO CASE DIGITAL STRATEGY · FY22-FY23

Central Peripherals Portfolio, Good Better Best

I turned 200+ locally chosen SKUs into a 95% standardised EMEA portfolio using a Good Better Best curation framework each market could apply on its own.

200+
SKUs In
95%
Standardised
EMEA
Scope
From 200+ local SKUs to a 95% standardised EMEA portfolio.

Every EMEA market picked its own peripherals assortment, and the result was 200+ SKUs of overlap, gaps and margin leakage. Each country believed its market was the exception.

My role

I designed a Good Better Best curation framework, documented in a 73-slide playbook, that laddered the central portfolio by price tier and use case. Markets kept a defined local flex zone; everything else followed the central architecture. The framework did the persuading: countries adopted it because it made their assortment decisions faster and defensible.

Business outcome

The portfolio reached 95% EMEA standardisation while preserving local relevance where it measurably mattered.

Leadership principle

The principle: standardisation sticks when the framework saves markets work.

FY22-FY23 · EMEA · 200+ SKUs curated · GBB framework

eCommerce Leadership

I build digital commerce systems that scale.

4 OF 14 PROJECTS
HERO CASE DIGITAL TRANSFORMATION · FY18-FY21

HP Store NPI Publishing Lifecycle

I designed the end-to-end NPI publishing process for HP Store EMEA: 24 countries on a repeatable 6 to 8 week launch cycle.

24
Countries
6-8 WK
NPI Cycle
EMEA
Rollout
Designing the publishing process that put every new product live in 24 countries.

Every HP launch needed product pages live, localised and merchandised across 8 store countries plus 16 secondary hp.com countries, and each launch reinvented the process.

My role

I designed the end-to-end NPI publishing lifecycle: RACI across content, translation, web production and merchandising, Tridion CMS workflows, and a repeatable 6 to 8 week deployment cycle from brief to live. Multi-vendor coordination (translation, content, platform) ran inside the same framework.

Business outcome

The lifecycle carried four years of launches, from ENVY and Spectre families to OMEN gaming, with a documented launch ledger across the region.

Leadership principle

The principle: launch excellence is process design. Heroics are what teams do when the process is missing.

FY18-FY21 · EMEA · 24 countries · Tridion CMS · multi-vendor RACI
HERO CASE DIGITAL TRANSFORMATION · FY20

Project Monster, Multi-Market SEO Consolidation

I audited 4,494 store pages across 8 EMEA markets and built the consolidation case: most legacy pages earned archiving, and search performance improved because of it.

4,494
Pages Audited
1,283
High Priority
8
Markets
4,494 pages audited across 8 markets: when 90% of your landing pages should be archived.

Years of launches had left HP Store with thousands of NPI and campaign pages, and roughly 90% of them drew fewer than 50 sessions a day while diluting search authority. Who volunteers to delete four years of everyone's work?

My role

I ran Project Monster: a full audit of 4,494 store pages across UK, DE, FR, ES, IT, NL, SE and CH, covering CPS, BPS, Print and XBU. The audit surfaced 1,283 high-priority issues and produced a consolidation architecture: archive, redirect, or rebuild, with search equity flowing to the pages that deserved it.

Business outcome

The recommendation to archive the long tail was the hard sell and the right call. Consolidation turned the store's SEO footprint from sprawl into structure.

Leadership principle

The principle: in SEO, subtraction often compounds faster than addition.

FY20 · 8 EMEA markets · 4 business units · 4,494 pages
HERO CASE CUSTOMER EXPERIENCE · 2019

Commercial Accessories Customer Journey Research

I commissioned and shaped the 139-slide decision-maker journey research that found 97% of commercial buyers are omnichannel, and turned it into strategy.

97%
Omnichannel
55%
Buy Online
139
Slides
Mapping the 97% omnichannel decision maker: research that shaped accessory strategy.

Accessory strategy was being written from assumptions about how commercial buyers shop. I wanted evidence. The 2019 customer journey research programme mapped how decision makers actually discover, evaluate and buy commercial accessories: 139 slides of journey mapping, plus a Top 7 country partner GAP analysis across PC, Print and Accessories.

Business outcome

The findings reset the strategy: 97% of decision makers are omnichannel and 55% buy online, which meant channel-exclusive thinking was leaving money on the table everywhere. The research became the evidence base for cross-sell design and partner content investment in the years that followed.

Leadership principle

The principle: an afternoon of evidence beats a quarter of assumption.

2019 · EMEA · 139-slide research programme · Top 7 country GAP analysis
HERO CASE CHANNEL & PARTNERS · FY18-FY20

EMEA Digital Office, Channel Content Syndication & Partner Automation

I built the syndication infrastructure that automated product content delivery to HP's Top 40 EMEA partners, managing vendors at $190K+ procurement scale.

TOP 40
Partners
$190K+
Procurement
EMEA8
Scope
Building the machine that fed product content to 40 partners automatically.

Every retail and etail partner needed current HP product content, and manual delivery meant stale pages and inconsistent brand presence at the shelf that matters most: someone else's.

My role

I built the EMEA syndication infrastructure: automated content feeds to the Top 40 partners, partner onboarding processes, and the vendor ecosystem behind it (IceCat, FlixMedia, CNET, BrandView, Gepard).

Business outcome

I managed the procurement personally, including SOWs and purchase orders at $190K+ annual scale, and ran the multi-market campaign content production the infrastructure carried.

Leadership principle

The principle: partner experience is an infrastructure problem before it's a marketing one.

FY18-FY20 · EMEA8 · Top 40 partners · $190K+ vendor procurement

Post-Acquisition Integration

I turn acquisitions into commercial growth.

2 OF 4 PROJECTS
HERO CASE ECOMMERCE & P&L · FY22-FY25

POLY B2B Post-Acquisition Integration

I built Poly's international direct business from $151K to $726K in 12 months (+381%), while cutting the SKU base in half and halving aged inventory.

+381%
YoY Growth
$151K → $726K
Revenue
120+ → 58
SKUs
Building a $1.5M plan from a $151K base: the post-acquisition integration playbook.

When HP acquired Poly, the international direct business stood at $151K with 120+ SKUs, aged inventory at 70%, and prices sitting up to 30% above market. The brand had scale in channel and almost none in direct.

My role

I treated integration as portfolio architecture first. The SKU base went from 120+ to 58, a cut of roughly half. Pricing was harmonised across markets, closing the gap from +30% to within 5 to 7% of market. Country coverage doubled from 5 to 10 in the November 2023 launch wave, and tele-assisted selling grew to 40% of sales at a 52% EMEA margin.

Business outcome

Revenue reached $726K in FY24, +381% YoY, with aged inventory halved from 70% to 35% and a $1.5M FY25 plan.

Leadership principle

The principle: post-acquisition integration is portfolio work before it's marketing work. Decide what to sell before deciding how to sell it.

FY22-FY25 · EMEA + APJ · 10 countries · $1.5M FY25 plan
HERO CASE ECOMMERCE & P&L · FY23-FY25

HyperX Gaming Brand eCommerce EMEA

I integrated HyperX into HP's international direct channels from a standing start and grew it from $2.7M to $6.5M in 12 months.

$2.7M → $6.5M
Revenue
+141%
YoY
6.9%
P-Rate (Peak 9.6%)
Scaling an acquired gaming brand from $2.7M to $6.5M in 12 months.

HyperX arrived with a strong gaming community and a blank page in HP's direct channels: catalogues, pricing, bundles and go-to-market all had to be built.

My role

I integrated the brand from a standing start, constructing the portfolio and pricing architecture, bundle logic with OMEN systems, and market-by-market launch execution.

Business outcome

Revenue grew from $2.7M in FY23 to $6.5M in FY24, +141% YoY (+$3.8M). Penetration rate climbed from 4.6% to 6.9% with a 9.6% peak, and EMEA opened FY24 at +149% in Q1.

Leadership principle

The principle: an acquired brand's community is an asset the acquirer's channels have to earn, product by product and price by price.

FY23-FY25 · EMEA + APJ · gaming category integration

Thought Leadership

I document the systems, frameworks and lessons behind commercial growth.

6 OF 6 PROJECTS
HERO CASE THOUGHT LEADERSHIP · 2025-2026

Executive Market IntelligenceTM Series

I research, write and publish authoritative market studies, synthesising multi-source research into one executive point of view per industry.

2
Volumes Published
52
Slides Across Volumes
5-PHASE
Methodology
Discover the Series →
Turning research sprawl into one executive point of view, industry by industry.

Executives drown in fragmented research: AI deep-research tools, annual reports, investor decks and industry data that rarely agree with each other. Someone has to compare the sources, explain why they differ, and land one defensible conclusion.

My role

I built the series and its publishing system end to end. Every volume follows a five-phase methodology, from market definition through competitive intelligence to a 3 and 5 year outlook, and develops named proprietary frameworks such as the Digital Commerce Maturity ModelTM and the Gaming Attractiveness MatrixTM. Titles assert arguments; every strategic page carries a decision, a measurable action and an urgency signal.

Business outcome

Two volumes are live: Volume 01, The Infrastructure Economy, the Global eCommerce Market Study 2026 (24 slides), and Volume 02, the Global Gaming Industry Market Study 2026 (28 slides). Further industries are in development.

Leadership principle

Synthesis beats summary. Sources that disagree are the start of the analysis, never a problem to hide.

2025-2026 · INDEPENDENT · 2 VOLUMES LIVE
SELECTED THOUGHT LEADERSHIP · IN DEVELOPMENT

Zero to ScaleTM Execution Framework

I'm distilling twenty years of scaling digital businesses into a repeatable execution framework, published as it develops.

20
Years Distilled
FRAMEWORK
In Build
INSIGHTS
Publishing Home
Discover the Series →
A framework for taking digital businesses from zero to scale, built in the open.

Twenty years of launches, turnarounds and integrations share a repeatable pattern, and I'm writing it down as a working framework rather than a memoir. Zero to ScaleTM documents the operating method: what to decide first, what to build before spending, and how to sequence growth levers. I publish pieces as they mature under Insights.

IN DEVELOPMENT · INDEPENDENT · PUBLISHING UNDER INSIGHTS

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