About Us
The Journey Behind We Work Smartly
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Why Aren't We Focusing On What Matters Most?
I founded We Work Smartly after seeing firsthand how talented people and teams often get bogged down by the wrong priorities, wasting time, energy and resources. I witnessed this time and again across both banking and technology companies. I kept asking myself:
Why aren’t we focusing on what matters most?
Why is all this strategy, jargon and effort not producing real results?
Why are we creating unnecessary work and
drama by consistently failing to prioritise the things that truly count? -
HSBC Case Study
One particular experience at HSBC stands out. I was brought in midway to lead a cost-savings program. The team believed we were on track to deliver $12 million in savings. However, the reality was far from that. Despite the optimistic projections, the program was failing—and yet, no one, including the COO, Divisional Head, or the Executive Committee, recognised the true state of things. I remember thinking:
How do I make everyone see the magnitude of the problem before it’s too late?
How do I communicate the real issue effectively?
How do we fix this and get back on track?
The breakthrough came when I presented the problem against the expected benefits timeline. That was the moment the reality hit—and panic quickly spread across the Executive Committee. The turning point was getting buy-in from the Global Head of Global Markets Operations and the COO to adopt my proposals and recommendations. But it didn’t stop there. I turned the situation around.
Not only did we achieve the original $12 million savings target, but I also uncovered an additional $4 million, which was reinvested into a critical growth area.
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The Turning Point: Realising the Bigger Picture
At that moment, it became clear to me: the constant stress from misplaced priorities, unnecessary work and inefficiencies wasn’t just impacting business outcomes—it was affecting personal lives too. People were overwhelmed and burnt out because they were working on the wrong things.
Prioritisation was the missing link to success—the key to unlocking potential.
How Did I Do It? Was It a Superpower?
The answer lies in the lessons I learned at UBS, where I had the privilege of working with a brilliant leader who would go on to become the CEO of a major American bank. Under his mentorship, I mastered the art of effective problem-solving, the importance of effective clear communication and how to use it as a tool to drive meaningful change.
During this time, I led initiatives that saved the UBS Investment Bank CHF 5 million annually. The key to success wasn’t just cost savings—it was about prioritisation. By focusing efforts on the most impactful areas, I helped streamline processes, foster collaboration and create value. It wasn’t just about delivering numbers—it was about unlocking the potential of the teams I worked with, giving them the tools to focus on what mattered most and empowering them to make smarter, more impactful decisions.
Why We Work Smartly Exists: Our Mission
After nearly 20 years in banking, finance, operations and technology, I realised the real challenge wasn’t just solving problems—it was about how we approached problems. It’s about combining problem-solving with clear communication and a resilient growth mindset.
I founded We Work Smartly to help organisations break free from inefficiencies, prioritise effectively and empower their teams to work smarter, not harder. I wanted to give companies the tools to overcome information overload, streamline processes and focus on the high-impact activities that truly move the needle.
Technology alone won’t solve these problems. People need the right strategies and mindset to truly make a difference. Leaders and teams need clarity on what matters most—and the ability to focus their efforts on the actions that will drive measurable, lasting success.
At We Work Smartly, we don’t just talk about results—we help you achieve them.
Want to learn more? Reach out to discuss case studies and how we can help your organisation work smarter.