Consultant. Leader. Builder.
All three at once.

I built Arias Work because I kept seeing the same thing from the inside: companies that genuinely want to do right by their people and their business — brilliant at strategy, yet strangely stuck when it comes to translating it into how teams actually work. The plan was sound. But the roles, the hand-offs, and the daily decisions never quite line up. And at the end of the day, people are the strength of a company.

These days, AI has made that gap impossible to ignore. The tools change overnight; orgs change over years. Handled well, that tension is one of the biggest opportunities a leadership team has right now — to give people back their most valuable work, and to build a structure that fits how the work is really done.

The path to here

I started in the world of business and people — seeing first-hand how the right people decisions can motivate a team and carry a vision to its target. Then consulting — strategy and org design at PwC — where I learned the rigour that still underpins everything I do. I crossed to the builder side, designing and leading people functions inside product companies, owning the messy reality a slide deck never captures. And I co-founded a startup — so I'm not theorising about how growth companies work. I've lived it, envisioned it, and felt where it breaks.

I'm based in Singapore and work across APAC and beyond. I move between English and Japanese, and I've spent most of my career crossing industries, countries, and disciplines. I think that mix is exactly what makes the work richer — org problems are rarely tidy, and they're rarely solved from a single vantage point.