Global platform ownership · Brand strategy & operations

Global ownership.Local outcomes.

What I build

I turn business priorities into shared capabilities that markets can use. That means owning the choices behind them: what gets built, what stays common, where local variation belongs and how we know it helped.

What the market side taught me

I have owned a global platform and carried responsibility for strategy, budget and execution for two brands in-market. I know what goes into a global release and what it competes with when it arrives. Both sides shape what I ask people to change and what I take responsibility for making easier.

How I know it works

I look at adoption, the customer outcome and the work still happening around the system. A spreadsheet beside the CRM may be doing something we failed to provide. I want to understand why it exists before deciding what should replace it.

Contribution

Where I contribute

Decide what deserves to be built

The challenge

Every market has a reason its request should come first. Capacity makes that a decision.

How I work

I agree the criteria with the business and delivery teams: customer and commercial value, reach, urgency and the effort to build and maintain. Markets bring the context a global view can miss. I make the trade-off explicit, record the reasoning and name what evidence would change the decision. The people whose requests wait should be able to see why.

The question I’d ask

Which priorities reflect the greatest need, and which reflect who has the time to keep asking?

Make the shared solution worth using

The challenge

Markets need room to respond to their customers. Every separate build adds something to maintain.

How I work

I bring the business need, the vendor’s standard and our configuration options into the same decision. The boundaries need to be clear: what stays fixed, what markets can adapt and who owns an exception. I work through those choices with the people building and running the capability, including its dependencies on other systems. The next market should inherit something useful, with fewer decisions and less work left to repeat.

The question I’d ask

What can the next market use immediately, and what would it still have to build for itself?

Own what happens after launch

The challenge

A release has to earn its place in the market’s working week and contribute to the outcome it was built for.

How I work

I start with the people doing the work: the customer conversation, the workaround and the competing priorities. That shapes what we deliver, including the training, templates and support. After launch, I review usage and customer response with the markets, alongside support effort and manual fixes. If the capability is being used but the intended outcome is not improving, the product decision is still open.

The question I’d ask

Where is the system helping markets achieve their priorities, and where are people still carrying the gap?

Experience

The experience I bring

Download CV

Build globally

The one tool a rep opens in front of a customer.

Roche Global Diagnostics2023–2025

I owned the operating model for the global sales-enablement platform, where approved content reached HCPs: intake, prioritisation, build standards, approval, market adaptation, release. I onboarded 20+ countries and 1,600 reps, then ran the model across 40+ countries and 6,000 after Diagnostics and Diabetes Care merged. The rollout plan did not move adoption; the thing I chose not to build did.

See the decision behind the system

Own locally

The receiving end of everything Global sends.

Roche Hungary Pharma2025–2026

I owned brand strategy, planning, budget and omnichannel execution for Hemlibra and Vabysmo, across Medical, Market Access, Sales, global teams and agency partners. I built the segments myself, ran the A/B tests and shipped a 12-week journey of 24 emails in Salesforce Marketing Cloud. One full cycle, taken on purpose.

Design from first principles

Where the systems thinking came from.

Publishing and cultural work2016–2023

80+ internally edited books, 100+ international adaptations, two board games and a full identity system for the Association of Hungarian Photographers. Visual clarity is part of how a message lands, and an interface people find clear is an interface they adopt.

See selected work

Case study

Across 40+ countries and 6,000 users, weekly engaged-user adoption went from 20% to 55%, measured as the share of eligible users active on at least three separate days per week.

Our largest market by revenue asked for a reporting builder that could assemble any dashboard, at any level of complexity. The request was right — they had the adoption to justify it. The rest of the world did not yet.

So I did not build it, and I did not refuse it. They got a dedicated person from the vendor, building their dashboards ad hoc, outside the standard product; they tested, and what worked went out to everyone. The capacity went into Modular Content: approximately 30 reusable page templates markets could adapt straight away. A reporting layer needs something to report on, and that is usage. Data first meant content first.

Adoption does not come from asking markets to use the platform. It comes from what is waiting for them inside it. So the test for every request was the same: how many markets can use this, and how soon?

A one-off build serves the market that asked. A reusable one serves everyone who comes next, including the markets that never ask for anything. That is where the capacity went — and why a request from the largest market did not automatically win.

Thirty page templates, ten for each of three products. A rep builds a page for one customer — a follow-up after a meeting, or the opening of a conversation — and inside that page each block moves only as far as its risk allows.

Claims stayed fixed centrally; hero images and MOA videos came from approved sets; markets owned the main message and contact details; documents entered from Veeva after local review. Nothing could be uploaded from a desktop. The person closest to the conversation is the one composing it, and nothing they compose falls outside what was approved.

The governed path

Approved assets → measurable use.

The chain that already existed

01Global assetsApproved in Veeva
02Thirty templatesTen for each of three products
03Local approvalBack into Veeva
04The rep’s folderBuilds a page
05Engagement dataCRM, then automation

Fixed centrallyApproved choiceMarket-owned

Hero imageApproved set

5 choices

Main messageMarket-owned

Key featuresFixed

Product imageApproved set

5 choices

DocumentsAfter local review

Mechanism-of-action videoApproved set

3 choices

ContactMarket-owned

ClaimsFixed

The MarTech side ran agile, and I worked it: PI planning to get the content system into the same roadmap as Veeva, CRM and automation, product demos to show what it did, and steady effort to win those owners over — so that when it came to content, everyone was pointing the same way. Towards the markets it ran on standing contact with cluster leads, open office hours and country demos, with the senior sponsors engaged throughout.

Adoption grew out of all of it, not out of the templates alone. What I did not expect was where the champions came from: the smaller markets, because what we built worked at every level, not only at the scale of the largest.

Taste

Association of Hungarian Photographers website interface

Association of Hungarian PhotographersDesign project manager · 2016–2017

A few hundred photographers, no two of them alike, all represented by one identity. The rebrand could have been about the association. I built it around the members' work instead.

A standard that flattens people is not a standard; it is a loss. So the system was made predictable in what it held and open in what it carried, across print, signage, exhibition and digital. Fixed where it had to be, open where it should be, and the same line I later drew across a platform serving 40+ markets.

View in the design portfolio

Typography redrawn for a Hungarian book edition

International book adaptationsGraphic designer and project lead, Pagony · 2017–2023

Adapting a foreign book is not translation. Quentin Blake's lettering does not exist in Hungarian, so we drew a typeface for it; the constraint was keeping his hand, not copying his letters.

One book is a decision; a hundred is a system. What stayed fixed was whatever kept the original recognisable, and everything else could move. Years later I built the same rule into pages a sales rep assembles for one doctor: claims fixed centrally, the message theirs, so the person closest to the conversation is the one composing it.

View in the design portfolio

Board gamesProduct and production design, Pagony · 2017–2023

A game only exists once someone sets it up and plays it. Every piece has to fit one box, interlock with the others, and make sense to a person who has never seen it before.

A game is judged in the first minute: either you are already playing or the box goes back on the shelf. Platforms are judged the same way. So the first thing a market gets from me is not a manual. It is a route that already works.

View in the design portfolio