Selected work

Communications designed to shift what people notice, believe and do.

Across behaviour change, public advocacy and internal culture, my work starts with a simple question: what needs to change in the way people see an issue before something different becomes possible?

BEHAVIOUR CHANGE · SOCIAL VIDEO · TALENT MANAGEMENT · PAID MEDIA

Making safety part of beach culture.

Beach safety isn't only an information problem. People can know the rules and still ignore them. I led a first-of-its-kind, integrated campaign that made expert safety advice more visible, relatable, and culturally relevant — from the journey to the beach to the people visitors trusted once they arrived.

  • Beach safety isn't only an information problem. People can know the rules and still ignore them. The challenge was to make safer behaviours feel relevant, credible and part of the culture of going to the beach

  • I built an integrated behaviour-change campaign around the people, places and moments that shape a beach visit. Lifeguards became trusted messengers, turning expert-verified advice into entertaining social content. OOH, print and targeted digital advertising repeated key behaviours across the visitor journey, while community collaboration, multilingual communications and Hindi-speaking influencers helped messages work across different cultural contexts.

  • Lifeguards reported safer behaviours on the beaches, with no drownings recorded during the campaign period. The campaign was also recognised with the Excellence in Communication award at the 2025 NSW Local Government Awards.

  • Behaviour change isn't just about giving people better information. It's about making safer behaviour familiar, credible and culturally normal.

A selection of campaign assets, designed by Luke Tuxford

Artwork designs by Di Lu, Luke Tuxford, and INKHUNTER / Image generated with AI

ETHICAL STORYTELLING · NARRATIVE STRATEGY · PODCAST PRODUCTION

Turning community experience into narrative power.

The case for investment in communities could have been made through policy arguments alone. Instead, I built a storytelling ecosystem around the people already demonstrating what community-led change could achieve.

  • The case for long-term community investment could easily have been told through policy arguments and institutional evidence. We wanted instead to make visible what communities were already achieving when local people had greater power and resources.

  • I developed interconnected podcast, editorial, video and media programmes that put community leaders at the centre of the story. Ethical storytelling and media training helped people shape and tell their own experiences, while different voices, places and formats repeatedly reinforced a wider idea: communities already possess the knowledge, leadership and capacity to create change.

    Stories then travelled beyond owned channels into media and political spaces, connecting individual experience to a wider case for community-led investment.

  • Thousands of people contributed to national consultations supporting greater investment in communities. Ten Big Local Changemakers received Honours, recognising their contribution to their communities, while the wider campaign for a Community Wealth Fund ultimately helped secure £175 million in government investment for disadvantaged neighbourhoods.

  • Narrative power grows when many authentic voices make the same underlying worldview visible from different directions.

CREATIVE CONCEPTING · SCRIPTWRITING · FILM COMMISSIONING · EDITORIAL

Finding a human way into technical stories.

Mobile networks are complex, technical and largely invisible. I developed creative ways to translate the technology behind them into stories that colleagues and customers could understand — without losing the expertise underneath.

  • Mobile networks are usually communicated through coverage, speed and technical performance. The opportunity was to make complex infrastructure understandable — while revealing the people and collective effort behind something millions of people use every day.

  • I turned technical network messages into accessible, playful stories. An animated educational series simplified complex topics into short films designed for external audiences, while creative treatments — including a network story narrated through the voices of O2 staff’s children — made familiar information feel surprising and human. Internally, storytelling also helped employees see and take pride in the contribution behind the network.

  • The educational animation series generated 92,000 views on YouTube, taking complex network information to a much wider audience. The work also generated positive internal recognition, and I was named a Rising Star by senior leaders at O2 for creative storytelling.

  • Stories can make complex systems meaningful by changing what people notice — translating the technical into something human, tangible and memorable.