I make AI culturally relevant.

What should AI-powered computing become over the next decade, and how do frontier technologies like digital twins and neural interfaces earn a place in everyday life?

Co-developed a 10-year, society-centric vision through a cultural research lens rather than a capability roadmap, delivered at steering-committee level.

The vision now informs how the lab’s design leadership frames its long-term product direction.

A hardware-first company wanted to enter the outdoor BBQ category. Could software lead instead of another device?

Led category entry strategy between a Berlin design agency and the client’s New Business team: hypothesis-driven research, eight in-depth user interviews, and a working AI companion concept structured around planning, cooking, and learning.

All eight users validated the planning value; the board got a decision framework for digital-first category entry, shifting the conversation from “what does it cost” to “what are we answering.”

Parliamentary inquiries were processed through fragmented systems and person-dependent knowledge, with context lost at every handoff.

Conducted discovery research, designed a local-first architecture, and — as a non-developer — built a working prototype with AI tools: semantic search over historical inquiries, running entirely on government infrastructure with no cloud dependencies.

A functional prototype and implementation blueprint, open-source-ready for replication by other municipalities, now informing the RFP for production development.

A newly formed innovation unit needed strategic direction on emerging technology, and the internal legitimacy to act on it.

Led a seven-week foresight sprint producing four 2035 scenarios, written as fictional news articles with a science-fiction author: grounded enough to be credible, uncomfortable enough to provoke change.

The modular report became the unit’s change-management instrument across the organization; the pandemic accelerated several identified trends within months, giving the scenarios immediate credibility.

Rising need among young consumers, falling category entry: the product was invisible twice — physically (worn unseen) and culturally (no identity meaning) — while glasses became a Gen Z identity kit.

Diagnosed the cultural barrier through ethnographic research and built the Visibility-Shift Framework from seven case studies of brands that made invisible categories culturally expressive.

The framework became the backbone of the category expansion strategy, and reframed M&A from growth tactic to cultural capability acquisition, informing year one of the three-year growth plan.

An iconic brand needed differentiated relevance in the luxury wellness space, where the category was being redefined beyond comfort-and-technology codes.

Led strategy in a six-week sprint: cultural wave mapping with anthropologist Grant McCracken, twelve target-customer interviews across five countries, and competitive analysis spanning legacy luxury, EV challengers, and wellness-first Chinese brands — synthesized into three strategic brand territories.

The framework became the foundational architecture for the brand’s global marketing, partnerships, and product innovation decisions.

Alcohol consumption is declining across categories while Gen Z holds multiple contradictory mindsets at once. How does a beverage portfolio stay relevant?

Served as senior cultural advisor to a future-of-drinking-culture program: enriched a six-mindset framework with international signals (soft clubbing, third spaces, little-treat culture) and challenged it to include escapism as a missing dimension.

Shaped the final recommendations toward multi-brand strategy and occasion-based innovation.

In early 2021, AI-generated content was either sensationalized or dismissed — and a public broadcaster needed an actual position on what it meant for media production.

Led research and strategy for the first futures report by any media company on AI-generated media: four scenarios for 2023–2026, expert interviews, and a voice-clone prototype of a popular radio host that made the implications visceral for management.

Published May 2021, 18 months before ChatGPT. When generative AI went mainstream, the organization already had vocabulary, frameworks, and a documented position.

Everyone agreed the broadcaster had to prepare for disruption; nobody had institutionalized the capability. Should there be an innovation lab, and what should it be?

Designed the answer as an institution: a 100-person organizational event to map readiness, scenario work translated into opportunity spaces, and a positioning model close enough to operations to matter yet protected enough to keep a long-term view.

The Hub survived its three-year pilot, became permanent, grew to ten people, and produced the Synthetic Media Report. Five years on, the relationship continues.

A B2B toy manufacturer wanted a direct-to-consumer presence, but D2C demands a content apparatus a small company can’t conventionally staff.

Developed an AI-forward brand and content strategy: systems that let a small team produce customer-centric content at D2C scale.

The strategy enabled the company to establish a D2C presence beyond its pure-B2B model — an opportunity previously out of reach at their size.