I didn't start in marketing.
I started in radio.

My career began behind a microphone. I was a DJ on primetime radio shows across Asia, the Philippines and Brunei, hosting live shows, conducting interviews, building audiences across cities and cultures I was still learning to read.

Nobody handed me a marketing playbook. But looking back, that's exactly what I was doing. Ear on the ground, finger on the pulse of every street trend and cultural moment, with a front seat and a mic into pop culture as it was happening. I was figuring out how to make people listen, how to make content land differently in Manila than it did in Brunei, how to make an audience feel like you were talking to them directly when you were broadcasting to thousands.

I was marketing before I knew that's what it was called.

What I learned early and what has stayed with me across every role since is that different geographies are different puzzles. The same message, the same campaign, the same product can mean completely different things depending on where you are and who you're talking to. The interesting part was never the answer. It was the strategy of working it out.

That curiosity took me into luxury FMCG, where I built GTM strategy for some of the world's most prestigious British whisky brands across Asian markets, Taiwan, Singapore, China, and beyond. Each market was its own puzzle. What made The Dalmore resonate in Taipei was entirely different from what moved it in Shanghai. Understanding those nuances, letting culture and context guide strategy rather than overriding it, is how we took real market share in markets that don't give it up easily. No algorithm could have told me that. It came from being in the room, reading the room, and earning the trust of people whose world I was entering as a guest.

From there it was hospitality, professional services, fintech, media, and B2B SaaS. Across all of it I was brought in to figure out how to make marketing actually work in that specific context. That culture, that sales team, that commercial moment, that stage of growth.

And across all of it, I kept seeing the same thing.

Marketing teams working hard. Genuinely hard. Campaigns running, content going out, KPIs being hit. And somehow the pipeline barely moving. The revenue board unmoved. Sales and marketing existing in parallel rather than in service of the same goal.

The activity was real. The alignment wasn't.

That pattern, repeated across industries, continents, company sizes, is what eventually became RAM. Not a theory developed in a classroom. A framework built from watching the same misalignment play out across seventeen years and understanding, at a very human level, why it keeps happening and what it actually takes to fix it.