Growth advisor to small and mid-sized businesses, and a marketing lecturer. I work on the two ends of the same problem — how demand is built, and how it is taught.
I build commercial systems for businesses that sell experiences — resorts, venues, retail, healthtech — and I teach the marketing discipline that sits underneath them.
Twelve years across FMCG, healthtech, hospitality, education and e-commerce, most of it spent translating a boardroom ambition into something a team can run on Monday: a positioning that holds, a funnel that pays, a P&L someone owns.
The other half of my week is academic. I lecture in Marketing at the School of Business, International University — VNU-HCM, and run empirical research on what artificial intelligence is doing to marketing practice: to the students learning it, to the small firms adopting it, and to the claims consumers are asked to believe.
I work as a part-time growth advisor to owners of small and mid-sized businesses. Training is the way in; the monthly engagement is the real work — staying close enough for long enough to see where a decision actually lands, rather than leaving a deck behind and disappearing.
“You do the work, I steer”Your team produces the output. I bring the framework, ask the hard questions and argue with every draft. I don't write the deck for you — anything written for you has nobody inside the company able to defend it once I leave, and it dies in the first meeting.
One page naming the three biggest constraints in your growth engine — enough to decide whether anything further is worth it.
By the end of the day the team leaves with a 90-day plan they wrote themselves and can defend to the owner.
A diagnosis and a reasoned order of priorities. If we continue into an engagement, the diagnostic fee comes off it.
The owner gets a standing counterpart to argue with; the team gets a working rhythm, a metric set, and an outsider who will say plainly what is broken.
One system actually built: a sales funnel, an operating metric set, a sales process or a content engine.
I take at most four engagement clients at a time, because this runs alongside teaching. There is no published rate card: scope sets the cost, and scope only becomes clear after a first conversation.
Independent advisory work from 2021 onward. Engagements are scoped to a commercial outcome and reported on the same terms.
Commercial ownership across rooms, F&B, MICE and leisure segments for a beachfront resort — pricing, distribution mix, channel economics, and the sales organisation that delivers them.
Rebuilding the demand system end to end: segment strategy and rate architecture, OTA-to-direct shift, corporate and MICE partnerships, and a reporting rhythm that ties every channel back to RevPAR.
Group brand stewardship across 8+ venues and 600+ staff: a single brand narrative, a messaging framework, and cross-venue experience standards.
Designing the group loyalty programme — a weighted, multi-vertical points system spanning Wedding, MICE, F&B and Events — and building the corporate, luxury-brand and institutional partnership network behind it.
Owned the integrated B2B and B2C strategy for a premium wedding and convention venue: positioning, channel strategy, content, digital performance and offline activation.
Led the B2B and B2C sales teams and established 50+ corporate partnerships, working across operations, F&B and venue management.
Teaching marketing to undergraduates through live digital cases, consumer data, and the tools the industry actually runs on — and researching what happens when those tools start to think.
Three empirical studies running in parallel through 2026, all circling one question: what artificial intelligence does to judgement — the student's, the manager's, the consumer's. Instruments and results are held back until the data is in, so the summaries below are deliberately brief.
A quantitative study of marketing students who have folded generative AI into how they study, asking where capable use ends and reliance begins.
How small and medium firms actually use AI in marketing, and whether it shows up in decision quality and performance — measured on the owners' own terms, not the vendors'.
An experimental study of how AI-assisted evaluation changes the way consumers read environmental claims. Design withheld while the study is in field.
Classes built on live digital cases, consumer data and the tools students will meet on their first day of work — taught full-time at International University and as a visiting lecturer elsewhere.
Co-founded Vietnam's first local sneaker marketplace, live across its own site plus Shopee, Tiki and Lazada within a month, and scaled to USD 120K revenue in the first six months.
Grew the team from 2 to 20, built the KOL and seller network, and launched a media channel reaching 20K+ monthly viewers.
Ran strategy and full IMC execution for 8 genetic-panel products across hospital/clinic B2B and D2C channels, taking 30–40% cost out through agency and department coordination.
Led digital strategy and omnichannel execution for retail and FMCG clients across e-commerce, social and direct channels; owned media budgets, performance reporting and client-side CX process design.
Clients included Yves Rocher Vietnam, PNJ, Amorepacific and Unilever.
Built digital plans for APAC clients and led cross-functional dev and content teams, coordinating campaigns with the Singapore, Malaysia and Thailand offices.
Cetaphil Vietnam: 120% of revenue target, 30% of it digital (2017). AIA Vietnam Brand Book, 2018.
130% of recruitment KPI; Study Adelaide campaign reaching 6 million.
Grew Sony Vietnam's Facebook community to 1 million followers.
Open to growth advisory, in-house training, guest lectures and research collaboration — where the brief is commercial and the measure is real.