Why I Tell My Team Member to Throw Me Under the Bus
Why a little separation helps delegated vendor relationships work — and why being the bad cop can sometimes give a team member more room to lead.
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Experience first. Lesson second. Framework third. Notes on marketing, leadership and the things I only understood after doing the work.
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I Made My Subordinate CEO for One Project
A quarterly team-building activity became a practical lesson in stakeholder management, ownership and turning everyday situations into teachable moments.
Read articleI Accidentally Built Myself an SEO & GEO Petri Dish
What started as a low-cost personal website is becoming a place where I can test search, analytics, content structure and AI discovery before bringing useful lessons back into my corporate work.
Read articleFrom Campaigns to Calories
I once lost around 30kg, gained it back, and eventually realised the lesson was not really about weight. It was about systems, milestones, data, adjustment and why extreme short-term effort is rarely the same as sustainable progress.
Read articleFrom Doing the Work to Leading the Work
Becoming a manager did not suddenly make the workload disappear. It added prioritisation, stakeholder alignment and responsibility for someone else's development on top of the work that still needed to get done.
Coming soonSometimes the Subject Isn't Boring. The Framing Is.
Training posts, product updates and company milestones can all look ordinary on paper. What changed for me was learning to look for the angle: the people, the outcome, the tension, or the reason someone outside the company should care.
Read articleYou Can't Prioritise Everything
In a lean team, trying to push lead numbers while giving equal attention to broad branding can leave both half-done. Sometimes the manager's job is to force clarity around what matters most right now.
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