A dimly lit attic room with a window, a wooden desk with papers, and a chair. 
Editorial Dept; on tap.

My studio grows from a few core beliefs.

The world is loud, but rarely deep. Hot takes, thought leadership, viral threads, newsletters that promise to change your life in five bullet points. Everyone is shouting, performing, optimising for engagement. We are drowning because virality carries no oxygen.

I'm after writing that changes how people see their world. Writing that names something you've felt but never had language for. Writing that—like a good book—resurfaces in that random conversation months later.

We have traded the permanent for the immediate. It's about what we've come to value. We choose the dopamine hit over the slow build. The performance of intimacy over the risk of actually being known. And we wonder why nothing feels substantial anymore. Why everything feel transactional.

Whether it's a founder's origin story or a therapist's practice philosophy, my work exists in opposition to this. Because the antidote to loneliness isn't more connection. It's depth. It's being seen—actually seen—for who you are.

Office desk with a laptop, iMac, notebooks, pens, papers, a mouse, and potted plants near a window with trees outside.
lets get acquainted

What I Offer

I work in two mediums: language and structure. Both are ways of organising attention.

    • Essays and narrative series (ghostwritten or co-authored)

    • Op-eds

    • Case studies and transformation narratives

    • Research-to-public translation

    • Newsletters

    • Website copy

    • Information Architecture: Mapping how a reader moves through your website without getting lost in the clutter.

    • The Visual Threshold: Using whitespace and repetition to create a sense of arrival.

    • The Nervous System of the Site: Ensuring the technology stays quiet, so the work can speak.

The work varies. Sometimes it’s writing: an origin story that clarifies why a practice exists beyond market logic, or an essay that makes a body of ideas feel discovered rather than explained. Sometimes it’s structure: shaping a website so a reader can move through years of work without noise or disorientation. Occasionally, it’s both—language and structure working together to help something complex be encountered slowly.

My rates are fair. Not cheap—this work takes time, and I don't cut corners—but fair for what you're getting.

I'm open to your ideas. If you have a sense of what you need but can't quite articulate it yet, that's fine—half the work is figuring out what you're actually trying to say.

  • Nope, not entirely.

    AI can’t excavate. It can’t sit with your specific experience and find the behavioural economics beneath it. It can’t notice the moment your voice changes when you talk about what actually matters. It can’t tell when you're performing versus when you're telling the truth.

    AI doesn't know what questions to ask when you say "I help people transform." It doesn't know to dig into why you chose that word, what you're really describing, what you're afraid to say directly.

    Put simply: Cartographic attention and intellectual intimacy requires a human nervous system attuned to another human nervous system. It requires noticing what you're not saying. That said, if you simply need words on a page, AI may well be the better choice. It’s quick and efficient.

This glossary maps the language I use when I work. It's here because if we're going to work together, we need to speak the same language. If the language here resonates, we'll probably work well together. If it feels like pretentious overthinking, we won't—and that's useful information too.

  • ALGORITHM The invisible hand that has convinced organisations to optimise for distribution rather than substance. Rewards frequency over quality, emotion over insight, brevity over depth. The error lies in mistaking its logic for wisdom.

    AUTHORITY What is crafted, not claimed. The result of sustained intellectual work. It is not algorithmic. It accumulates through sustained quality, not optimised cadence. Organisations with authority are consulted, cited, and listened to. Organisations without it must pay for attention.

    AXIAL IDEA The central concept around which all messaging rotates. The gravitational core of your intellectual universe.

  • CADENCE Organisations are told that consistent publishing creates authority. This is backwards. Consistent thinking creates authority, which then justifies consistent publishing. Publishing on cadence without the intellectual infrastructure to support it produces only the appearance of activity. The question is not "How often should we publish?" The question is "Do we have something worth saying often enough to sustain a publication?"

    CLARITY The absence of evasion. The discipline of saying what you actually mean in language that cannot be misunderstood. Clarity is rare because it is dangerous. To be clear is to be disagreeable to someone. Clarity is the first requirement of intellectual authority. If you cannot say what you think clearly, you either do not know what you think or you do not have the courage to say it.

    CULTURAL INTELLIGENCE The practiced awareness of audience context, norms, and subtleties that shape how ideas land.

  • DISCIPLINE The capacity to maintain standards when velocity demands compromise. Editorial discipline means killing good sentences that weaken the paragraph, cutting interesting tangents that blur the thesis, and refusing to publish when the work is not ready.

    DRIFT The opposite of discipline: content or strategy that reacts to trends instead of vision. It happens when organisations stop asking "What do we think?" and start asking "What performs well?" The drift is reversible, but reversal requires acknowledging the problem and accepting that the solution is structural, not tactical.

  • EDITOR The person who asks "Is this clear? Is this true? Is this necessary?" before publication. Organisations often publish without editors. They have "content managers" who ensure cadence but not quality. This is why most organisational publishing is forgettable. An editor is not a copywriter, not a proofreader, not an approver. An editor is the institutional guardian of intellectual standards.

    ENGAGEMENT Clicks, likes, shares, comments. The metrics platforms provide to convince organisations they are succeeding. Engagement measures attention, not authority. Organisations addicted to engagement metrics become incapable of producing work that matters over time. They optimise for the dopamine hit rather than the structural trace.

  • INTELLECTUAL AUTHORITY The central value proposition. The capacity to be taken seriously based on demonstrated thought leadership rather than transactional presence. The state of deserving attention rather than demanding it.

    INTELLECTUAL SPINE The fundamental architecture of an organisation's thinking. Not merely messaging or communication, but the structural framework that supports all external expression.

  • JARGON Specialised language that excludes non-specialists. Sometimes necessary. Often lazy. Technical jargon (legal, medical, engineering) exists because precision requires it. Corporate jargon (synergy, leverage, impact) exists because clarity is dangerous. Organisations might use jargon to sound sophisticated while saying nothing. The test: can you explain this concept to an intelligent outsider without using the jargon? If not, you do not understand it well enough to use it.

  • KEYNOTE A high-profile speech delivered by an executive at a conference or event. Often the most visible demonstration of an organisation's thinking. Usually disappointing. Most keynotes are assembled from slides, quotes, and anecdotes rather than developed as coherent arguments. They are designed to be inoffensive and inspiring rather than substantive.

    A good keynote is an essay delivered orally. It has a thesis, builds an argument, and leaves the audience with a new way of thinking about a problem.

  • LEGACY MEDIA Publications with editorial standards, fact-checking processes, and institutional credibility. Often dismissed by digital-native organisations as "old media" or "traditional media." Legacy media maintains standards that digital platforms abandoned. They pay editors, verify facts, and issue corrections. This is not obsolete; this is the prerequisite for authority. Organisations should study legacy media's editorial practices, not their dying business models.

    LINKEDIN A professional networking platform that has become the primary venue for organisational publishing. Optimised for brief takes, personal anecdotes, and engagement bait. Publish on LinkedIn by all means. But own your intellectual property elsewhere.

  • MESSAGING Marketing term for the coordinated set of things an organisation says about itself. Key messages, message hierarchy, message testing. Messaging is tactical. It optimises for persuasion. Organisations that think in terms of messaging rather than ideas have already lost the intellectual game.

  • NARRATIVE Marketing term for "the story we tell about ourselves." Every organisation believes it needs a narrative. Few organisations have anything resembling an actual story.

    A narrative is not a tagline, not a value proposition, not a brand positioning. A narrative has characters, conflict, resolution. Before you craft your narrative, have something worth narrating.

    NEWSLETTER A regular publication delivered via email. Once the province of obsessives and enthusiasts. Now, every organisation has one. Most newsletters are glorified press release distributions. They exist to "stay top of mind" without offering any value that would justify the reader's sustained attention. A proper newsletter is a publication in its own right. It has editorial standards, a consistent voice, and commits to serving the reader rather than the organisation's marketing objectives.

  • OPTIMISATION The process of maximizing a specific metric. Organisations optimise for clicks, for shares, for conversion. The metric chosen determines the outcome. Optimisation is useful for tactics, deadly for strategy. You cannot optimize your way to authority. Authority emerges from sustained quality, which is fundamentally resistant to optimisation.

  • PLATFORM Someone else's publishing infrastructure. LinkedIn, Medium, Substack, Twitter. Places where organisations publish because they offer built-in distribution. Publishing on platforms is renting distribution from landlords who can change the terms at any time. Algorithms change. Features disappear. Accounts get suspended. Own your publishing infrastructure. Use platforms for distribution, not as your primary venue.

    POSITION What an organisation actually thinks about issues in its domain. Not "positioning" (marketing term), but intellectual position (what you believe). Organisations with positions risk disagreement. Organisations without positions risk irrelevance. Most organisations choose the latter in favour of strategic ambiguity. This is why they have no authority.

  • QUALITY Difficult to define. Obvious when absent. The standard that separates editorial work from content production. Quality requires time, judgment, and willingness to kill work that does not meet the standard. The cruel truth: quality only matters if you care about authority. If you only need distribution, quality is negotiable.

  • REACH The total number of unique individuals who could potentially see your content. A vanity metric that confuses distribution potential with actual influence. Organisations celebrate reach numbers without asking whether those reached were influenced. Ten thousand people scrolled past your post. Did any of them change their thinking?

    RESEARCH The process of systematic investigation to establish facts or reach conclusions. Rare in organisational publishing. Most organizational content is opinion labeled as insight. Actual research requires time, methodology, and intellectual honesty. It means following evidence even when it contradicts your preferences.

  • SEO Search Engine Optimisation. The practice of structuring content to rank well in search results. Useful tactic. Dangerous philosophy. Organisations that think in SEO think in keywords and search intent rather than ideas. They produce content designed to answer searches rather than advance understanding. SEO should inform distribution strategy. It should never inform editorial strategy.

    SOCIAL MEDIA Platforms designed for social connection repurposed for organisational publishing. Social media rewards frequency, emotion, and brevity. Use social media for distribution. Build authority elsewhere.

    STRATEGY The intellectual architecture that determines what the organisation does and why. Strategy is not goals, not tactics, not vision. Strategy is the logical structure connecting belief to action.

    Most organisational strategies are PowerPoint fantasies: ambitious goals without the intellectual infrastructure to support them. Real strategy emerges from clear thinking about competitive position, market dynamics, and organizational capabilities.

    SUBSTANCE Actual intellectual content. Ideas, insights, frameworks, research. The opposite of performance. Substance is measured by insight density, not publication frequency.

  • THOUGHT LEADERSHIP Marketing term that has been stripped of meaning. Once meant actual intellectual leadership in a domain. Now means "content published by executives." Everyone claims thought leadership. Few organisations demonstrate it. Real thought leadership means introducing ideas that change how people in your domain think. It means taking positions that risk disagreement.

    Most "thought leadership" is agreeable opinions about industry trends. This is not leadership.

    TONE The characteristic sound of a publication's voice. Professional but not corporate, confident but not arrogant, clear but not simplistic.

    Organisations struggle with tone because they optimise for inoffensiveness. They want to sound authoritative without alienating anyone. This produces the bland corporate voice that populates LinkedIn. Good tone requires courage: the willingness to sound like yourself even when yourself is not universally popular.

    TRANSIENT, THE Content optimised for immediate consumption and instant obsolescence. Posts, tweets, stories, reels. Material designed to generate quick engagement and be forgotten. Dominates organisational publishing. It is easy to produce, easy to distribute, and generates measurable engagement. It is also worthless for building authority.

  • VELOCITY Speed of execution. Feels like progress. Velocity without direction is chaos. Velocity without standards produces garbage quickly. The question is never "How fast can we publish?" The question is "What standard can we maintain at what pace?"

    VOICE Not brand voice. Intellectual voice. The distinctive sound of an organisation's thinking. Emerges from consistency of editorial standards and clarity of position. It cannot be manufactured. It develops over time as the organisation publishes enough material that patterns become recognisable.

  • ZERO-SUM THINKING Produces imitation when organisations study whoever has authority and try to replicate their tactics. Authority is not zero-sum. The world has room for many authoritative voices in any domain. Your task is not to take authority from competitors but to build your own through sustained intellectual work.