Brand & commercial
Strategy carried through to execution
Brand planning, launches, customer strategy, investment decisions, agency leadership and performance measurement in a regulated organisation.
Four years at Novo Nordisk across customer experience, omnichannel strategy and field sales. Before that, cancer research. Now in Dubai, bringing those perspectives together.
Brand planning, launches, customer strategy, investment decisions, agency leadership and performance measurement in a regulated organisation.
A year in field sales, building a greenfield territory of 250+ healthcare professionals during a product launch.
Biotechnology and oncology research, now extended through hands-on AI systems and automation work.
Since the start of 2026 I've been working at the intersection of business and AI: problem definition, process and system design, data analysis, product development, and web development and optimisation. I take work from discovery and structure through build, testing and adoption.
The scope has ranged from frontend and backend delivery on a clinical data platform to tailored AI operating systems, sequential-agent workflows and search visibility strategy. Different problems, but the job is usually the same: make sense of what is messy, build it, and leave it usable.
Projects from this period: Building a clinical platform · Executive assistants for a fitness founder, a real-estate agent and a farmland owner · Inmodog · SEO & GEO audit · Bondi.
Discovery & scoping · AI systems · Capability buildingMy role connected brand strategy, customer engagement and execution across Diabetes, Obesity and Rare Disease. I helped shape annual brand plans and channel investment, contributed to pre-launch work for two products and a post-shortage relaunch, and led agency selection within PromoMats and data-privacy requirements.
I led the end-to-end rollout of customer journeys and persona-based segmentation across the affiliate — from targeting and messages to touchpoints, KPIs, reporting and sales-force enablement. It became a standard planning structure across therapy areas, including teams with and without a field force.
I also built a promotional-material approval workflow with an external agency and development teams in India, developed training and change-management initiatives for the sales force, and used CRM, Qlik, Power BI and Adobe Analytics to turn performance into decisions. The work required influencing Marketing, Medical, Commercial Excellence, CRM and Field without formal authority.
Brand planning · Launches · CRM & analytics · Sales-force enablement · Matrix leadershipI volunteered for a year in the field, relocated to a new city and built a greenfield territory of 250+ healthcare professionals from scratch. Within eight weeks I had established working relationships across two regions, while navigating a non-reimbursed obesity market, access restrictions, shortages and a product withdrawal.
Over twelve months, monthly volume in the territory grew by 237%. I was one of six representatives in a national team of around 70 to hold competitive position, earning performance incentives in two consecutive months, and received an innovation award for identifying and opening underserved HCP segments.
The year taught me how commercial strategy behaves in the real world: how physicians make decisions under time pressure, how access and supply change a plan, and how data, technical product education and disciplined follow-up translate into adoption. I returned to headquarters able to connect brand decisions to field reality with much more authority.
+237% volume · 250+ HCP territory · 1 of 6 in a ~70-person team · Innovation awardMy first role at Novo Nordisk sat inside the Multichannel Engagement team, part of what was then Innovation and Business Excellence and later became Customer Engagement. Digital was only starting to enter how the brands worked, and I led the first customer segmentation and journey pilots across three of eleven national regions, from brief to implementation, alongside content planning, campaign analysis and reporting.
I also worked with Marketing on how the brand plans were defined, including where to put the digital investment, and produced the performance reads behind those calls. It was where I learned to handle stakeholders, work within tight compliance, and get things done in a regulated commercial setting.
Multichannel foundations · Brand-plan input · Compliance mindsetCharacterised the CD44sC9 isoform in human squamous carcinoma cell lines, investigating the molecular mechanisms behind tumour invasion through structures called invadopodia. End-to-end lab work: cell culture, transfection, RT-PCR, Western blot, co-immunoprecipitation, confocal microscopy.
Identified for the first time the physical interaction between CD44s and CD44sC9, and localised CD44sC9 at invadopodia sites in live cells. BSc thesis delivered and presented.
Cancer biology · Molecular characterisation · BSc thesisSelected for a research placement at one of the UK's leading cancer research institutes. Placement interrupted by the onset of COVID-19.
International research · Selection processCommunication & sales at Cercion S.L. (digital training platforms for agri-food and industrial sectors). Hospitality and event hosting · brand hostess at Real Madrid C.F. · Spanish language teaching in the UK · private tutoring through university.
Different contexts, same instinct — getting things done, working with people, learning whatever the job required.
The deeper story of how a new customer engagement function grew, what changed as adoption increased, and how a year in the field reshaped my perspective.
When I joined Novo Nordisk's Customer Engagement department, the team had just been formed. The function was being built from the ground up, originally under the name Innovation and Business Excellence and later restructured into the customer-facing function it is today, covering four interconnected areas — Customer Insights, CRM, Multichannel Engagement (later Customer Experience, where I worked) and Commercial Excellence. We were six people at the start. The department now counts more than twenty. Growing with it meant seeing how a function takes shape in a large organisation, from a small team trying to define its own value to an established part of the commercial structure.
The first phase was about adoption. Multichannel engagement was being introduced into an organisation where many teams had been working successfully in a more traditional way for years. The work involved supporting brand, medical and field teams in building new channels into their long-term strategies, defining KPIs, and starting to measure what was working and where effort needed to shift. The technical part was the smaller challenge. The cultural one took longer, and it was where the real work happened: introducing measurement frameworks that could shift how teams allocated effort, without disrupting what was already working.
Once adoption increased, the dynamic shifted. The channels were now in demand across the organisation, and the priority moved from driving adoption to managing saturation. Coordination across products and therapeutic areas became central — balancing affiliate priorities, protecting customers and the field force from disconnected campaigns, and aligning brand plans with channel capacity. One of the initiatives I proposed during that period was a communication calendar and an internal newsletter. The calendar gave central teams visibility on what was being launched across channels. The newsletter brought the same visibility to the sales force. Over time, both became practical tools that reduced friction between office and field.
The second part of the experience that shaped the role was a year in the field. I relocated to Murcia and managed a greenfield territory across two regions, supporting a new launch. The rotation gave me direct experience of territory planning, forecasting, and execution against targets, alongside the daily reality of building relationships with healthcare professionals and adapting central strategy to what actually works in front of a customer. Returning to the office afterwards, I was able to act as a more credible bridge between strategy and execution.
Looking back, what made the experience valuable was the breadth: working across customer insights, CRM, brand planning, multichannel strategy, KPI definition, scientific communication, launch and post-launch execution, agency coordination and field reality. More than a marketing or digital function, customer engagement at Novo was about helping different parts of the commercial organisation work from a shared view of the customer.
ENID Education — AI workflows, prompt engineering, automation
CESIF, Madrid
The Power MBA — Strategy, Lean Startup, Finance, Digital Marketing, Leadership
Universidad Francisco de Vitoria + Erasmus KUL Poland
+ Expert Diploma in Research Methodology
Weekly sessions with Pablo Gil — macro analysis, chart reading, financial markets
Liceo Europeo + Academic year in UK (De Aston School)
Adopta un Abuelo (elderly companionship) · Tapones por una Vida (lid collection for medical treatments) · food bank collection drives · dog fostering, rehabilitation and rehoming with AdiestraTú · volunteer activities for SEUR Foundation, Josep Carreras Foundation, Masnatur, FundELA and Fundación Síndrome de Down.
Showing up — for people, for animals, for causes that don't always make headlines.