Head of Marketing & Ops
Pynea
I actually came into operations through marketing ; not the fluffy side of marketing, but the side that requires systems, GTM orchestration, and the operational backbone that takes a product from zero to scale. I’ve spent my whole career in high-growth tech companies, from early-stage start-ups to unicorns like TikTok. Every role I took was about launching, scaling, and operationalising platforms: building acquisition engines, shaping GTM, coordinating cross-functional teams, and making sure the internal machine could keep pace with the external growth. That’s where operations first entered my world - not as an “ops job title”, but as the strategic layer under everything I did. Whether I was driving a new product launch, building a growth playbook, optimising funnel systems, or managing cross-functional execution, I was always sitting at the intersection of strategy, people, process, and delivery. And now at Pynea, operations is embedded into my role by design. I oversee the full engine that takes a company from scratch to launch - GTM, growth, brand, product collaboration, sales enablement, monetisation, customer touchpoints, internal processes, and team alignment. It’s truly holistic! For me, marketing and operations have never been separate disciplines - they’re two sides of the same system. Marketing tells the story, but operations is what makes the story real. Stepping into a broader remit at Pynea is simply the natural evolution of the way I’ve always worked: connecting dots across the business, removing friction, building engines, and scaling something from nothing!
My perfect week mixes big-picture thinking, fast execution, and good energy: the kind of rhythm where everything clicks! I’d kick off with deep strategy time: connecting GTM with monetisation, mapping our P&L logic to reality, pressure-testing assumptions, and making sure product, growth, and ops are moving like one engine. That’s my favourite part: turning chaos into clarity! Then I want real collaboration: working side-by-side with a team of creative thinkers, problem-solvers, and innovators who challenge ideas, push boundaries, and make the work fun. Nothing beats those sessions where we jump between product ideas, storytelling, and experiments that could unlock our next phase. I also need clean blocks of “heads-down, get-it-done” time, taking strategy and turning it into execution, systems, content, workflows, plans. That balance between thinking and doing is where I’m strongest. Layer in team time: the moments that shape culture, build trust, and keep everyone aligned as we run towards launch! And absolutely: a gym session a day or long walk somewhere in there. So my ideal week...? Smart strategy, bold creativity, fast execution, great people (and fun to keep everything flowing!)
What I’m proudest of is turning unproven, slightly wild ideas into things that scale, especially in spaces where people weren’t sure they’d work. From 21 Buttons to TikTok to Pynea, I’ve built powerhouses out of uncharted territory by connecting the dots, creating momentum, and making the vision real!
I like to think turn chaos into a game plan and game plans into momentum. It’s for sure my favourite thing!
The system I can’t live without is my “connect-the-dots” map: the way we link everything we’re building: GTM → monetisation → product → P&L → people → growth loops. Once that map is clear, execution becomes fast, focused, and fun.
Focus on the three big rocks that deliver the most impact. 80-20-10 also works well!
Great ops leadership is the engine behind innovation. It gives teams the runway, the rhythm, and the confidence to build fast, think boldly, and execute with energy.
Operations isn’t about process... it’s about momentum! If your ops slows the team down, it’s not operations… it’s admin!!
What excites me most is that AI turns ops into a superpower: Less admin. More clarity. More speed. More space for innovation. It gives ops leaders the chance to build systems that think, adapt, and scale with the company.
Ops never looks the same in two companies, so come in with curiosity rather than a pre-written playbook. Spend your first weeks listening, observing how the business really works, and understanding where the true levers are. Your role is to decode what this specific team needs and design an operational backbone that creates clarity, momentum, and space for everyone to do their best work!