The landscape of work is transforming at an unprecedented pace. As I've navigated my own career journey, I've come to recognise that staying relevant isn't optional. It's essential for both professional survival and personal fulfilment. The intersection of emerging technologies and evolving market demands creates both challenges and opportunities for all of us seeking to thrive in this new reality.
My journey began by carving my own path, launching a digital and music lifestyle marketing startup.
This early venture ignited my entrepreneurial spirit and planted the seeds of a lifelong passion for people, building, innovating, culture, and driving growth. Unafraid to embrace change, I have consistently ventured into dynamic leadership roles, from Managing Director at Warner Music to tackling diverse Marketing leadership positions at Discovery Asia, General Electric (GE), SingTel, and BlackBerry, regionally, globally, and locally. Throughout these experiences, I've thrived on understanding the intricate relationship between people and performance.
I believe deeply in building culturally vibrant teams fueled by the CliftonStrengths® methodology. I became a Gallup Certified Coach during my time in Corporate, and I upskilled to be an ICF Certified ACC coach. Having honed my leadership skills through personal experience and professional training, I champion a leadership and coaching style that empowers individuals, unlocks potential, and fosters collaboration. These principles have formed the bedrock of my leadership and coaching philosophy. Living and working in dynamic hubs like Singapore, Toronto, Melbourne, and Shanghai has further enriched my perspective, offering invaluable insights into diverse cultures and markets. Today, I stand as a seasoned business leader and a passionate coach and mentor, energised by complex challenges, captivated by the thrill of growth, and driven by the belief in human potential.
Currently, I am exploring a 2nd Degree in Organisational Psychology (applied but waiting to be accepted by the university). Understanding how to adapt through continuous learning has become my anchor in these shifting times. Over the years, I've discovered that embracing new skills isn't just about remaining competitive. It's about creating a sustainable foundation for long-term career resilience. This journey involves two distinct but complementary approaches: upskilling and reskilling. When I upskill, I'm building upon my existing expertise, refining and expanding what I already know to stay current with industry developments. It's like adding new floors to a house with strong foundations. Reskilling, however, has meant venturing into entirely new territories, learning skills outside my comfort zone when I recognise that certain expertise is becoming obsolete or when I'm drawn to explore fresh career pathways.
Both approaches have transformed not just my professional capabilities but my entire outlook. Beyond the tangible benefits of increased marketability and earning potential, I've experienced profound personal growth: enhanced confidence in tackling unfamiliar challenges, sharper problem-solving abilities, and a deeper satisfaction in my work. This continuous learning mindset has become my compass in navigating the ever-changing workplace landscape across multiple industries and geographies.
The future of work demands a carefully curated portfolio of skills that balance technological proficiency with uniquely human capabilities.
Through my observations and experiences across various leadership roles from startups to multinational corporations, I've identified several skill categories that consistently prove valuable across industries:
- Digital fluency forms the foundation of modern work effectiveness. Beyond basic software competence, today's professionals need comfort with cloud platforms, data interpretation, and cybersecurity awareness. This digital literacy has become as fundamental as reading and writing were in previous generations.
- Behavioural skills and mindsets represent our most distinctly human advantage. As automation increasingly handles routine tasks, our capacity for nuanced communication, collaborative teamwork, inspiring leadership, and creative problem-solving becomes our most valuable currency in the workplace.
- Creative thinking and innovation allow us to transcend the capabilities of machines. I've found that deliberately cultivating my imagination and ability to envision novel solutions has differentiated my contributions in ways algorithms simply cannot replicate, a skill that served me well from my startup days through corporate leadership roles at Warner Music, Discovery Asia, and beyond.
- Emotional intelligence serves as the bridge between technical expertise and meaningful human connection. Developing self-awareness alongside empathy for others has enabled me to navigate increasingly diverse and complex workplace dynamics with authenticity and effectiveness, particularly when leading multicultural teams across Singapore, Toronto, Melbourne, and Shanghai.
- Industry-specific expertise remains crucial despite technological disruption. In my experience, identifying and developing specialised knowledge relevant to your field creates unique value that complements broader skill development.
Turning aspiration into action requires intentional strategies and consistent practice.
My personal journey from entrepreneur to multinational corporate leader has taught me several approaches that yield meaningful results:
- Structured learning through courses and certification programmes provides essential knowledge frameworks. Whether through traditional education or online platforms, these formal pathways offer guided skill development tailored to specific needs.
- Immersive experiences like workshops and industry conferences have accelerated my learning through direct engagement with experts and peers. These environments blend instruction with valuable relationship-building opportunities that often lead to mentorship connections.
- Continuous self-education through reading and research keeps me aligned with emerging trends and best practices. This habit of curiosity has proven particularly effective for developing my soft skills and maintaining industry awareness between formal training opportunities.
- Mentorship relationships have provided me with invaluable guidance from those who've already mastered skills I'm working to develop. These connections offer not just technical advice but wisdom about applying new capabilities in real-world contexts, wisdom I now aim to pass on through my own coaching and mentoring work.
- Deliberate practice remains the cornerstone of skill mastery. I've learned that theoretical knowledge transforms into practical ability only through consistent application—whether through projects at work, side ventures, or volunteer opportunities that allow me to exercise new capabilities in meaningful ways.
The journey of continuous learning isn't always comfortable, but I've found it to be invariably rewarding. By embracing skill development as both a professional necessity and a personal value, I've discovered that adaptability itself becomes a strength, one that has provided security and fulfillment throughout my diverse career path from a digital marketing startup to leadership roles at global corporations.
Today, as I continue my professional evolution as a business leader, coach, and mentor, I remain energised by complex challenges, captivated by the thrill of growth, and driven by my belief in human potential. This commitment to continuous learning and development has not only shaped my own career journey but now fuels my passion for helping others navigate their paths in our ever-changing workplace landscape.
If you’re navigating this transition and want to develop a strengths-based leadership approach, let’s connect.
DM me or visit www.wildnwise.co to learn more.
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Shared Goals Are Not Enough: Why Teams Break Without Shared Behaviours
During my years working in MNCs, leaders often say, “We’re aligned on goals.”
But when I work with these teams, what I often see is this: misalignment on behaviour.
Teams may agree on the destination but no one’s aligned on how they’ll get there. That’s when performance stalls, tensions build, and collaboration quietly breaks down.
Shared goals don’t mean much if they’re not backed by shared behaviours.
What Behaviour Has to Do With Performance
According to Gallup’s 2024 meta-analysis of 183,000+ teams, those in the top quartile of engagement were:
- 23% more profitable
- 18% more productive in sales
- 66% more successful at employee well-being and retention
And what drives engagement?
Not just strategy, not perks, not offsites. It’s day-to-day interactions, how team members communicate, challenge, support, and follow through. The things that live in your behaviour, not your business plan.
Gallup also found that 70% of team engagement is driven by the manager. That means leadership behaviour isn’t just influential, it’s actually pivotal.
Cultural Nuances in Asia: Why Shared Behaviours Matter Even More
In Asia-Pacific, shared behaviours can be harder to surface because of cultural dynamics like hierarchy, deference to authority, or avoiding conflict.
Studies across Singapore, India, and China show that in high power-distance environments, team members are often less likely to challenge ideas or speak up when there’s tension. But in today’s complex environments, psychological safety and collaborative culture are make-or-break factors for innovation and speed.
Without shared behaviours, even the smartest people play small, and creativity suffers.
What Can You Do?
The smartest leaders I work with aren’t the loudest in the room. They’re the ones still learning. The ones willing to pause and ask:
- How are we showing up for each other?
- Where is behaviour holding us back?
- What do we need to name in order to move forward?
This is where CliftonStrengths® and coaching can play a game-changing role, not just as tools, but as facilitation spaces. Real conversations. Practical alignment. Working agreements that stick.
Because until your team agrees on how to behave together, goals are just words on a slide.
The New Age of Creativity
In today's evolving creative landscape, there's a delicate balance between honouring the dedication required to master artistic crafts and embracing the new possibilities that technology offers. True artists and creators know that exceptional work comes from years of practice, discipline, and commitment.
The Enduring Value of Artistic Mastery
While Helen Cammock, a Turner Prize winner in 2019, notes that "just because you can't draw something in a representative, representational way, it doesn't mean that you're not creative," this doesn't diminish the importance of developing genuine artistic skill. Cammock's work across "film, photography, print, performance, writing and text" represents years of dedicated practice and refinement.
Professional artists understand that mastering their craft requires countless hours of focused work. The digital revolution hasn't changed this fundamental reality. But it has provided established artists with powerful new tools to enhance their already formidable skills. For serious creators, technology doesn't replace craft; it extends and amplifies it.
The Rise of Artistic Consumption
The recent sensation of Pop Mart and similar artistic collectables demonstrates how today's consumers are increasingly drawn to artsy, cute items with emotional appeal. People aren't just buying products; they're collecting art pieces that speak to them on a sentimental level. This trend guarantees a growing appreciation for art collections, further blurring the line between consumer products and artistic expression.
This shift toward art appreciation is evident in prestigious auction houses as well. At Christie's Bangkok, a renowned global auction house, Prapavadee Sophonpanich has witnessed this transformation firsthand during her seven-year tenure. She has successfully guided collectors who initially focused exclusively on luxury items to develop a genuine enthusiasm for art.
"We have observed a significant growth in art appreciation among collectors," Prapavadee notes. "While the proportion between luxury goods and artwork sales varies annually, Christie's has seen a substantial increase in revenue from art sales. Currently, luxury items represent approximately 50%-70% of our revenue, with art sales contributing a remarkable 30%-50%—a considerable improvement from previous years. This positive trend is particularly encouraging for the art market."
Creativity Across the Lifespan
The idea that creativity declines with age is a harmful myth. Many of history's most revered artists produced their greatest works after decades of refining their skills. Claude Monet's late-career paintings came after a lifetime of studying light and colour. Folk artist Grandma Moses may have started painting in her 70s, but her work reflected decades of observing and understanding rural life. Georgia O'Keeffe's later works demonstrated the culmination of a lifetime of artistic exploration.
Professional artists understand that their craft deepens with time and experience. Each year brings new insights that inform their work, creating a richness that can only come from sustained practice.
Commitment to Continual Growth
Cammock began studying art formally at 35 after a decade as a social worker, but this represents a shift in focus rather than a beginning from zero. Many established artists explore new techniques or mediums throughout their careers, building upon their existing foundation of skills.
Successful artists recognise that growth never stops. Anne Ryan, an Irish artist with years of experience in painting, ceramics and sculpture, has taken up tap dancing not as a beginner's hobby but as a way to bring fresh energy to her already-developed artistic practice.
Here are ways to help you become more creative:
- Finding Your Creative Space
Establishing a personal space for creativity is essential. Cammock refers to this as finding your "container." For her, walking serves this purpose: "It is a way of being in a particular space, emotionally, psychologically and intellectually."
This container might be as simple as "a desk that you have in a busy house, or it could be a window, or it could be lying in the bath." The key is "affording yourself time and space where you are somehow in your own head."
- Get Moving to Get Creating
Physical movement often catalyses creativity. Babak Ganjei, an east London artist, prefers walking to generate ideas for his text-based paintings. "All the thinking happens while moving," he explains. "I actually find it really hard to sit still."
Similarly, Anne Ryan describes being "very physical" in her studio: "It's like music goes through my body." When inspiration is lacking, Barbadian-Scottish artist Alberta Whittle recommends dancing: "Sometimes, I really need to move my body and shake things up, so having a solo dance party can really help."
- Embracing the Creative Process
Successful artists share certain habits that nurture creativity:
- Work at your peak hours: Identify when you're most productive. Some artists are morning people, while others find their creative flow in the evenings.
- Create consistently: As experienced artists suggest, "Try to sketch each day. Within the visual arts, that is a very good discipline."
- Disconnect to connect: Put away digital distractions. Carrying a sketchbook/ iPad can help capture inspiration throughout the day.
- Embrace doing nothing: Sometimes creativity emerges from stillness. As seasoned creators note, "Sometimes, to make you have to do nothing... and then suddenly something is happening."
Today's most innovative artists aren't abandoning traditional skills, they're integrating new technologies into practices built on solid foundations. Digital tools offer established artists new ways to express their vision, streamline certain aspects of production, and reach wider audiences. For the dedicated artist who has invested years in developing their craft, technology becomes not a shortcut but a powerful extension of their artistic voice.
Reference: The experts: artists on 20 easy, mind-expanding ways to be much more creative
Why Leaders Need a People-First Strategy
Leaders face a unique challenge. That is, balancing performance expectations with human energy, innovation, and team engagement. Especially in hybrid or high-output environments, creativity can’t be forced, but it can be fostered.
Why the People-First Approach Matters More Than Ever
Whether you're running a global creative team, building an agency, or leading innovation in-house, your greatest asset is not your product, it’s your people.
A 2023 Gallup report showed that only 21% of employees feel connected to their company’s mission, and even fewer feel engaged. That’s a huge problem in industries where passion, originality, and trust are essential to performance.
So why does this happen? Because many leaders default to measuring output, chasing deadlines, and micromanaging delivery, while missing what truly drives creative performance: clarity, autonomy, and purpose.
Three Ways to Build a People-First Strategy That Drives Real Results
Here’s how creative business leaders can shift the way they lead without compromising on performance:
1. Redefine What Performance Looks Like
Not all performance is visible or easily measured. In creative work, performance often looks like collaboration, emotional investment, or even taking risks that might fail.
Instead of only focusing on deliverables and timelines, ask:
- Are people aligned on what matters most?
- Are they working from their strengths, or burning out trying to meet unrealistic expectations?
- Are your leaders clear on how to support, not just manage their teams?
Using strengths-based conversations (like CliftonStrengths®) to help individuals and teams understand what energises them and how they naturally contribute is a great foundation for teams to learn more about themselves and each other.
2. Start with Clarity, Not Control
People don’t need micromanagement, they need clarity, trust, and space.
If your team lacks clarity, they’ll overwork to compensate. If they don’t feel trusted, they’ll under-deliver. Performance suffers either way.
The best creative leaders lead with context and vision, they provide a strong direction, then get out of the way.
Ask yourself:
- Am I giving enough context for people to make smart decisions?
- Does my team know how their work connects to the bigger picture?
- Do my people feel safe to test, question, and create?
3. Coach, Don’t Just Manage
The shift from managing people to coaching them is what separates good leaders from great ones.
Performance thrives when people feel seen, challenged, and supported, not just checked on. This is especially true for high-potential creatives and future leaders who need space to grow, not just be told what to do.
Coaching-style leadership means:
- Asking better questions instead of giving all the answers
- Recognising effort and potential, not just results
- Helping your people set meaningful goals they actually care about
Final Thought: Your People Drive the Numbers
It’s easy to default to KPIs, deadlines, and targets. But if you really want performance—real, sustainable, high-impact performance—start by investing in your people.
Because the teams who feel valued, connected, and led with intention are the ones who will bring their best thinking, creativity, and energy to the work.
Lead the people well, and the numbers will follow.