MY WORK
Strategic thinking across different business situations
These are examples of ongoing marketing leadership work as well as strategic exercises developed for real businesses. Some organisations have been anonymised because discussions are still in progress. These examples are intended to show how I examine a business situation, identify the deeper marketing problem and develop a clearer direction.
ONGOING MARKETING LEADERSHIP
Vāyas Lifegenix
I was brought into Vāyas Lifegenix to lead its marketing direction and now serve as Director and CMO. The role gives me responsibility across positioning, customer understanding, product communication, content direction and the broader market presence of the brand.
The situation
Vāyas operates in a crowded nutraceutical market where many products are communicated through similar claims, ingredient lists and promotional language. The business needed a clearer way to connect scientific credibility with the practical concerns of consumers.
The strategic direction
The work focuses on deciding what each product should be known for, identifying the audiences most likely to value it, and creating a consistent story across product pages, educational articles, campaigns and sales communication.
What the work involves
My involvement includes product positioning, audience definition, science communication, website and content direction, campaign thinking and review of how individual marketing activities support the wider business priorities.
ONGOING STRATEGIC EXERCISE
Repositioning an Established Industrial Manufacturer
This exercise was developed for a long-established manufacturer operating in a specialised industrial category. The organisation has been anonymised because the proposed engagement remains under discussion.
The Situation
The company had substantial technical credibility, manufacturing depth and control extending from raw-material processing to finished components. Its public communication, however, concentrated mainly on products, machinery, facilities and production capability.
The Underlying Problem
Industrial customers were not simply looking for a component supplier. They needed confidence that the manufacturer understood wear, application conditions, consistency, tool life, precision and operational reliability. The company’s real engineering value was present, but the market-facing story did not make it visible.
The Strategic Direction
The proposed direction moved the business from a product-led identity towards the position of a wear-engineering partner. The narrative centred on material performance, application intelligence, precision and longer service life, supported by an ownable “powder to performance” story around its integrated manufacturing capability.
What Could Be Built
The direction could guide the website, application-specific pages, technical explainers, engineering case studies, sales material and LinkedIn communication. It would give engineers, procurement teams and business decision-makers a clearer reason to see the company as a problem-solving partner rather than another industrial supplier.
ONGOING STRATEGIC EXERCISE
Connecting Three Ayurvedic Businesses Through One Philosophy
This exercise was developed for an established Ayurvedic organisation built around nearly three decades of clinical experience. The organisation has been anonymised because discussions about the proposed engagement are still in progress.
The situation
The organisation brought together three connected areas: an Ayurvedic clinical practice, a Panchakarma centre and a proprietary formulation business. Each had considerable value, but each was being communicated almost as a separate offering with its own audience and story.
The Underlying Problem
Patients, partners and distributors could see the individual services and products, but the larger institutional identity remained unclear. The organisation’s most valuable asset was the clinical judgement accumulated over decades, yet much of that knowledge remained inside consultations and was largely invisible to the wider market.
The Strategic Direction
The proposed direction connected the three areas through one coherent clinical philosophy. The practice would establish judgement and trust, Panchakarma would sit within a broader approach to patient care, and the formulations would be presented as intellectual property shaped by years of observation rather than as products defined only by ingredients and benefits.
What Could Be Built
The direction could guide the website, patient education, clinical thought leadership, formulation stories and communication across brochures, social media and professional presentations. It would help the organisation grow into a knowledge-led healthcare brand whose services and products reinforce the same philosophy.
ONGOING STRATEGIC EXERCISE
From Cultural Productions to a Cultural Institution
This exercise was developed for a young organisation working across Indian performing arts, live productions, artist collaborations and cultural experiences. The organisation has been anonymised because the proposed engagement remains under discussion.
The Situation
The organisation had a strong instinct for classical, folk and contemporary performance, but its public identity was still centred mainly on events, shows and production formats.
The Underlying Problem
The work had cultural seriousness, but the communication did not yet explain why the organisation existed or what larger role it hoped to play. Without a clearer intellectual identity, it risked being understood as another events company rather than as a platform with a long-term cultural purpose.
The Strategic Direction
The proposed direction repositioned the organisation as a cultural institution in the making: a platform that could preserve, interpret and carry India’s living artistic traditions to contemporary audiences. The narrative brought together performance, artist development, cultural education, documentation and cultural diplomacy under one coherent identity.
What Could Be Built
The direction could guide the website, founder story, artist profiles, performance essays, cultural education content, documentation systems, sponsor communication and long-term audience development.
OTHER STRATEGIC DIRECTIONS
Different businesses. Different problems. A clearer direction in each case.
The following are shorter examples of strategic exercises developed around real business situations. The organisations are anonymised because the proposed engagements remain under discussion.
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Building a Public Identity Around Professional Standards
An experienced civil engineer and developer had built substantial credibility through projects and relationships, but had almost no organised digital presence. The proposed direction connected technical precision, uncompromising standards and literary sensibility through an ownable professional framework.
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From Cricket Coaching to Player Development
A respected former first-class cricketer had strong personal credibility, but the academy’s method, competitive pathway and approach to honest assessment remained largely invisible. The strategy proposed turning coaching judgement into a structured and understandable player-development institution.
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From Career Counselling to Career Confidence
A career-guidance platform offered counselling, assessments, admissions support and several related services. The proposed direction simplified the story around one central outcome: helping students and parents make confident decisions before costly mistakes are made.
HOW THE WORK IS DEVELOPED
Strategy begins with the business, not with a template
Each exercise begins with the business model, existing communication, founder conversations, market context and growth priorities. I look for the gap between what the business is capable of and what the market currently understands.
From there, I identify the underlying positioning problem, develop a clearer strategic direction and outline how that direction could shape the website, sales communication, content, campaigns and wider marketing activity.
Let us examine what your business needs to be known for.
If your business has strong capability but its positioning, message or marketing direction has not kept pace, we can begin with a focused conversation.