I founded my first business at 23.

I began my career in brand and design, working at agencies including Mojo and Young & Rubicam with organisations such as Adobe, Coca-Cola, Nestlé and Revlon.

Those early years taught me something I would keep returning to throughout my career. What a business says on the outside is often only as strong as what is happening on the inside. At first, the work was ostensibly about brand, positioning, identity and expression. But I became increasingly interested in the deeper questions.

Why did some organisations know instinctively who they were while others struggled to articulate it? Why could a strategy make perfect sense on paper and still fail to translate through the organisation?

Underneath the brand were these deeper questions of purpose. Why does this organisation exist, what does it stand for, and what is it trying to become?

And from there came questions of strategy, culture and leadership.

Those questions eventually became more interesting to me than the brand itself.

Today that work has become Higher Work.

Today, I work alongside founders, CEOs and leadership teams at consequential moments.

When something is changing, growth is creating new pressure, something that once worked no longer does, or the organisation has reached a point that requires a different kind of thinking.

My work sits at the intersection of purpose, culture and strategy because I don’t believe those things can be meaningfully understood in isolation.

Purpose creates direction.
Strategy turns that direction into choices.
Culture determines how those choices are lived.

Often, the issue that first brings me into the room isn’t the real issue.

A strategy problem may have its roots in culture. A culture problem may reflect a purpose that is no longer clear. An execution problem may begin with leadership.

My role is to help you see the whole, understand what it is asking of you, and make the shifts required for what must come next.

I help founders and CEOs see what’s hard to recognise from inside the business.

For more than two decades, I have worked across global brands, family enterprises and government, alongside founders, CEOs and leadership teams navigating growth, restructure, reinvention and sustained pressure.

The language around the work has evolved. The thread running through it has not.

I get to the core of what is really going on.

The work kept moving further upstream. 

Brand strategy became business strategy.

Questions about positioning became questions about purpose. Instead of asking, “What do we want people to think about us?”, I discovered it was more important to ask, “What are we actually here to do?”

And once you ask that question seriously, strategy and culture become impossible to separate from it.

Alongside my consulting work, I built a career as a professional speaker, sharpening another capability that remains central to my work today: taking complexity, finding the essential truth inside it and making it clear enough for people to see something differently.

Different chapters of my career have used different language.

The role I play has not.

I listen closely. I make connections. I see patterns across things that can initially appear unrelated. And more often than not, I find myself asking the question underneath the question.

“The experience of working with Brooke was exceptional. Her ability to get to the core of who we are helped us transform our project into a great success.”