Evidence
A selection of things I have helped create, change, grow or make possible over more than three decades.
Board, Chair & Advisory
UNESCO Cultural and Creative Ecosystem Indicators Framework · 2026
Contributed to UNESCO Institute for Statistics' global consultation on the development of the Cultural and Creative Ecosystem Indicators Framework.
Proposed Post-Engagement Human Capacity as a Tier III area for methodological development, examining what cultural participation adds to or takes from people's subsequent capacity, alongside the concept of the human footprint of cultural engagement.
Saudi Entertainment Transformation — BCG / General Entertainment Authority
Selected by Boston Consulting Group as a specialist adviser contributing industry judgement to Saudi Arabia’s developing entertainment ecosystem under Vision 2030. Recommendations included identifying esports as a strategic opportunity and the role major prize pools could play in attracting elite international players, global attention and younger audiences.
Outcome: Strategic judgement identified an opportunity before it became a major component of Saudi Arabia’s subsequent entertainment and investment strategy.
CultTech Association
Advisory Board role focused on live experience, events and the relationship between culture and emerging technology. Worked with the organisation to develop ideas into public propositions, including CultTech Talks and AI Takes the Stage, alongside the international CultTech Summit.
Outcome: Strategic thinking at the intersection of culture, technology and human experience translated into international programming and public conversations around the changing role of AI in culture.
Scarabeus Aerial Theatre
Invited to become an Advisor to the Board following an earlier creative relationship with the company. The role developed from project-based collaboration into advice across strategy, growth, partnerships, sustainability, governance and audience engagement.
Outcome: A delivery relationship developed into long-term trust in organisational judgement, extending the contribution from individual projects to the organisation itself.
Culture & Cultural Institutions
Islamic Arts Biennale 2026
Senior Producer working across curatorial, exhibition production, scenography, public programmes, operations, communications, hospitality and executive leadership within a complex international cultural programme. The role included significant financial oversight and sign-off, alongside coordination across internal teams, international partners and suppliers.
Outcome: Senior institutional responsibility connecting creative ambition with governance, operational reality and financial accountability across the delivery of a major international Biennale.
Ithra — King Abdulaziz Center for World Culture
Worked across artists, contracts, budgets, technical operations, broadcast, health and safety, external partners and international collaborations within Aramco’s cultural institution. The role required creative ambition to operate within established systems of governance, procurement, accountability and risk.
Outcome: Helped translate ambitious cultural programming into deliverable work within a complex permanent institution, connecting creative intent with the organisational structures required to realise it.
Institute of Contemporary Arts & Sun Microsystems | London
Technical Director
Worked with the ICA and the then-emerging Sun Microsystems on creating an environment where artists could experiment with new technology.
Outcome: £1m investment helped establish a creative media facility placing emerging technology in the hands of artists.
ICA / Steve McQueen | London
Technical Director
Supported the production of Steve McQueen's Deadpan, recreating Buster Keaton's falling-house sequence. The work subsequently became part of McQueen's Turner Prize-winning period and has continued to remain in the memories of people who encountered it.
Life Ball | Vienna
International Production
International live production involving approximately 280 performers.
Outcome: Around 40,000 people experienced the event live, with an estimated broadcast audience of 8 million.
60s London
Originated and chaired a city-wide cultural proposition bringing together more than 300 venues, artists, museums and cultural and heritage organisations. Built the partnerships and structure around the programme, which developed into a wider cultural and destination platform and subsequently became part of Visit London’s destination strategy.
Outcome: An original cultural proposition developed beyond the programme itself and into wider destination thinking.
Legends Touring International
Co-founded a business around the cultural and commercial value of heritage artists, anniversaries and audiences that were often being overlooked. Developed projects around Motown, The Jacksons, Little Richard, Island Records and Stax, turning cultural legacy into contemporary live propositions. The business was subsequently acquired by MAMA Group.
Outcome: Recognised value before it was obvious to the wider market and converted that judgement into an acquired business.
Chinese State Circus | Europe & UK | 1992
Production Manager
Worked on the European and UK touring production of the Chinese State Circus, managing the practical environment required to bring a major Chinese acrobatic company to European audiences.
Middle East
Expo 2020 Dubai | Dubai
Senior Consultant & Technical Director
Worked on delivery within the exceptional operating conditions surrounding the pandemic-delayed Expo, supporting a complex international gathering involving multiple countries, organisations and production environments.
Imagination Park | Riyadh
Executive Producer
Worked on entertainment delivery at a major Riyadh Season destination involving international entertainment and media partners, including Netflix.
Riyadh International Car Show | Riyadh
Senior Producer / Production Director
Led production and operational coordination, bringing together global automotive brands, venue, suppliers, technical delivery, safety and audience flow.
Business & Organisations
AVCT
Developed a two-person audiovisual franchise into a substantial London venue business supporting more than 30 venues and around 60 events a week. Built the operating model, venue relationships and team required to scale the business before a successful exit.
Outcome: A small franchise became a scalable venue-services business with an established London footprint and commercial value beyond its founders.
Hybrid Events
Founded during the disruption of 2020 by combining experience in live events, broadcast, multimedia and emerging digital technology. Developed platforms and experiences that enabled organisations and audiences to continue gathering when conventional live formats were unavailable, reaching more than 500,000 participants in the first year.
Outcome: Existing experience from previously separate disciplines was combined into a new operating model at a moment of rapid change, creating a pathway into subsequent international transformation and advisory work.
Extra Mile Media & Events
Founded and grew a multidisciplinary events and communications business, bringing creative, production and communications disciplines together rather than treating them as separate services. Built the company through client relationships and repeat business before its acquisition.
Outcome: An independently created proposition developed into an established business with sufficient commercial value to be acquired.
Out of the Box
Developed as a distinct business division following the acquisition of Extra Mile, applying a less conventional creative approach to major corporate clients. The proposition won work against larger competitors and increased turnover by more than 150%.
Outcome: An unconventional creative proposition demonstrated measurable commercial value rather than remaining simply a creative idea.
Herman Miller | UK & Europe
Market Launch
Instead of a conventional furniture roadshow, products were installed inside major workplaces and City Hall so people could live with them in their normal working environment.
Outcome: The approach generated orders and was subsequently rolled out across Europe.
Northern & Shell Group PLC | UK | 2003–2018
Creative & Event Partner
Worked across television, publishing, corporate and live environments over a 15-year relationship.
Community, Founders & Initiatives
Kilburn Community Festival
Originated a community proposition that brought together schools, residents, local organisations and public partners around Kilburn High Road. Developed the funding and governance structure, secured regeneration support and retained responsibility through to public delivery, including closing the A1 to create a shared community space.
Outcome: What began as a cultural proposition became part of a wider regeneration programme, securing more than £3 million in investment and connecting cultural participation with longer-term community regeneration.
Centre Stage
Co-founded a youth arts organisation that began with nine young people and grew to more than 100 within its first year. Rather than building an organisation around continued founder control, responsibility was progressively transferred to the young people themselves. Within three years, members of the original group were running it.
Outcome: A cultural initiative developed into an environment in which young people moved from participation to responsibility and leadership.
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Environmental Sports Initiative | International | 2006
Founder
Began integrating environmental responsibility directly into major live-event operations, including international beach volleyball.
Outcome: The work created the groundwork for the later Event Greening Programme.
Notting Hill Carnival | London
Production Director
Worked within the production environment surrounding communities, performers, public authorities and one of Europe’s largest public cultural gatherings; later advised the Mayor of London on Carnival.
Trocadero, Piccadilly Circus
Brought in to help relaunch and reposition the Trocadero when the shopping centre was struggling. Used empty retail units as live music spaces, brought high-profile artists and a celebrity gala into the building, and extended the activity beyond the venue through broadcasts around Piccadilly Circus.
Outcome: A failing retail environment was repositioned around entertainment and live experience. The Trocadero subsequently evolved from a conventional shopping centre towards an entertainment-led destination.
Bush Hall | London
Identified the cultural potential of an underused space and worked on a route through which it could return to productive cultural use.