Good question.

I’ve asked myself that more than once—on the court as a national champion, in pitch rooms fighting for ideas, and in moments of doubt.

Every time, the answer comes back the same:

In competitive fields, I learned to stay hyper-aware of when to move strategically at the mark, trusting my trained skills and game sense to shape meaningful impact and favourable outcomes.

That grit never left me—even when the noise got loud. I learned to find calm in the chaos, to read the game, and make moves that matter.

Creativity is my passion. Insights show that people crave meaning—a desire to be understood and live their values on their terms. I know how that feels, and I aim to deliver that through my work.

The results show up every time—proof that meaningful impact isn’t just a nice-to-have; it’s the force that moves businesses forward.

I work with leaders who believe our contributions reflect our commitment to craftsmanship and purpose. So our journey always starts with a question: How can we create market‑defining change—together?

My first step is to step into their shoes before I can tell their story.

I began on the ground.

For example, I have beverage clients, and I have walked through their breweries, chatting with people in charge, visiting R&D labs, observing bottling lines, and inspecting delivery systems. I shadowed their marketing teams, met their dealers, and visited their outlets as a mystery customer. I wanted to understand where their stories originated—what made them proud, what kept them awake at night, and what drove them.

I also do another thing:

I bounce ideas with them—over a chat, a sketch, a reference, a dance move, or a discussion on an insight. Inviting them into my early ideation process is a productive way to bring together our best resources and build maximum impact. This partnership has encouraged us to strive for excellence continually and set higher goals each time.

My client and I share a metaphor:

A brand is a ship built to brave open seas and reach every horizon. Each time, we must adjust its hull, reinforce its structure, and refine its performance for the journey. We realign the lighthouse so its beacon cuts through any storm, ensuring our ship delivers the correct goods to the right shore and makes the maximum impact, campaign by campaign, year after year.

That’s right. I’ve got clients who call me the captain.

We can—if we never lose sight of humanity.

Technology is awe-inspiring and can do many things faster than we can, even mimicking human reasoning, but it can’t make our hearts sing or forge deep, meaningful relationships.

To do that, I earned a certification in coding so I could steer the machine to serve us, navigating landmines and unexpected obstacles.

For decades, I’ve been making technology work for us.

Before “gamification” became a buzzword, I created experiences that made even the longest brand stories feel relatable and human. Before digital assistants became mainstream, I launched a virtual assistant with a whole body and a cute face, even before Siri and robotic walking made their debut at trade shows.

Yes, we created the mini film series before TikTok was even born, and we made Weibo interactive before the system imposed stricter restrictions.

We created an integrated digital campaign that drove sales directly to the retail shop, long before Taobao changed the retail landscape. Before AI hit the headlines, I was weaving machine learning into creative workflows that made brand experiences personal at scale.

I design technology to be an extension of who we are—there is no extra learning curve; we are just human at the core. It’s about enabling people to explore their potential and find meaning in their experiences.

When technology truly serves humans, we hear customers' laughter and the satisfying sound of sales. That’s better than measuring success by likes or clicks.

I strive to keep humanity as the force to impact meaningful change in an ever-changing world.

Thank you.

Very few people can spot these traits in me because they happen in a split second, like an athlete reading the game. Most people only see the final result, the surface. But every move I make—every creative leap, every strategy, every conversation—traces back to the same grit and FLOW I’ve honed since I was 10.

That grit—my FLOW—lets me thrive in VUCA times. The same skill taught me to read the field, sense the wind, and trust my instincts to adapt and create something new every time.

VUCA demands that we avoid traditional, outdated approaches to management and leadership. It asks us to think beyond the safe boundaries of our organisations—and that’s why I stepped away for seven years: to unlearn the habits that hold us back.

Since then, I’ve designed a new module—FLOW Robust Performance Management System (FRPMS)—to help people navigate VUCA confidently. It’s a human-centred system that balances performance with ease, trust, and well-being. Neuroscience reveals that people perform at their best when they feel safe and valued.

I’ve started sharing these principles in training and articles through VIEWS so more people can benefit from humanity's central role in leadership and creativity.

Did you catch my latest piece on VIEWS? What did you think?

Thank you. 

I’m grateful to meet people like you who share this goal: leading with humanity and pushing for meaningful impact. 

We need it now more than ever.