Katie is the co-founder of enough., a new venture launching later this year that aims to empower survivors of sexual violence with a revolutionary new form of reporting. But this isn’t just a tech solution. It’s a design rethink of the power dynamics, pain points, and psychological weight that survivors face—often alone.

“The problem is not a lack of awareness anymore,” she explains. “We’re asking people to take on so much responsibility in a broken system. What if we redesigned the experience instead?”

🧩 Reframing the Challenge

Katie’s path to enough. wasn’t linear. She built her career in brand strategy, helping global firms innovate, position, and grow. But it was her own lived experience—and deep frustration with the status quo—that inspired her to step away from client briefs and into system-level change.

“This isn’t about replicating what exists or trying to make institutions slightly more efficient,” she says. “It’s about meeting people where they are, especially in moments of trauma, and creating something radically more human.”

With enough., survivors can document their experience in a way that feels safe, supported, and non-linear. The platform is built around behavioural science—acknowledging that trauma affects memory, decision-making, and timing. Reports can be time-stamped but held until a survivor is ready to act.

It’s not just empowering. It’s preventative. If a survivor chooses to release their report, the tool can alert others who have reported the same perpetrator, creating a network of patterns and protection.

🛠 What Happens When You Design For Survivors?

Katie describes how much of the current system is built around protecting institutions—from HR departments to law enforcement. But her lens, honed from years in innovation consulting, flips the script.

“I wanted to create something that protects survivors instead,” she says. “We can use design as a form of justice.”

Her approach is iterative, not prescriptive. During beta testing, Katie and her co-founder worked closely with a diverse group of users to prototype features, gather feedback, and refine their tone and timing. One insight? Survivors often want to share their experience—but not necessarily with authorities. So, enough. supports anonymous documentation, giving survivors a form of control even when they’re not ready to pursue action.

It’s a reminder that systems aren’t just broken because of bureaucracy—they’re broken because they weren’t designed with the user in mind.

🔮 What Would It Look Like to Shift the Culture?

Katie’s work intersects with a broader reckoning across sectors—from business to media—around how power operates. But what makes enough. stand out is its unwillingness to wait for cultural change. Instead, it builds micro-actions that could shift the ecosystem.

“We talk about ‘culture change’ all the time,” Katie says, “but culture is made up of small systems, actions, and choices. If you change the experience, the culture will follow.”

As her team prepares to launch in October, Katie hopes the platform can become both a tool and a statement. That we don’t need to wait for institutions to evolve—we can create new tools, new language, and new rituals for justice.

And if we’re serious about responsible business, perhaps this is what responsibility really looks like: not just acknowledging harm, but designing systems that make it harder to do harm in the first place.

There’s the kind of story you expect on a business podcast—and then there’s the kind Seneca tells. Her career-defining moment didn’t start with a sustainability framework or an MBA thesis. It started in the Atlantic Ocean. Alone. At night. Having just been flung from a sinking boat.

The experience left her with PTSD, temporary memory loss, and a recalibrated view of value—personal, professional, and environmental.

“I realised I couldn’t just make money—I had to leave a legacy,” she reflects.

That moment didn’t just mark her survival; it sparked a transformation.

Today, as Head of Sustainability at Alshaya Group—one of the Middle East’s largest retail franchise partners—Seneca isn’t just driving ESG from within; she’s reimagining what sustainability leadership looks like when it’s grounded in lived experience and systems insight.

🔄 Circular Thinking in a Linear World

At the core of Seneca’s philosophy is a simple but powerful idea: most waste isn’t rubbish, it’s misrecognised value.

Drawing on the article “Zero Waste Isn’t Just an Environmental Strategy—It’s a Business Strategy,” she underscores how waste—whether plastic, packaging, or people’s time—starts with procurement decisions. “Buy smarter, waste less,” she says. It’s not just about being lean. It’s about being honest.

Seneca recounts a pilot with Ericsson that slashed landfill waste by nearly 40%. Scale that, and you’re looking at over a million dollars in savings.

“But it still took me nine months to convince the right people,” she notes.

That delay? Not cost. Not tech. Just the drag of disbelief.

Her magic wand, if she had one? Not more regulation. Just awareness. “I’d wave it and everyone would go: ‘Ahhh.’ That’s the shift. That moment of realisation.”

🛍️ The Myth of the Virtuous Consumer

Seneca’s realism extends to the market. She’s seen enough to know that sustainability doesn’t sell itself.

“Consumers say they care—but they still shop for value. That’s not hypocrisy. That’s human.”

Referencing a BCG study showing the gap between climate concern and consumer action in the Gulf, she calls on brands to ditch eco-performative marketing. “Don’t lead with guilt. Lead with utility. No one pays more for less—no matter how green the packaging.”

Her call isn’t for less ambition—but more behavioural honesty.

🧠 Recovery, Systems, and Emotional Labour

What sets Seneca apart isn’t just technical competence—it’s her willingness to bring her full humanity to the table.

From navigating post-traumatic stress to completing Harvard Extension courses at 1am from Kuwait, she models a rare integration: academic depth, operational grit, and emotional insight. Every story she tells is a lesson in the unseen cost of change.

Whether it’s pushing back on inefficient legacy systems or holding space for team wellbeing, she sees transformation not as a directive—but as an act of seeing.

“Change doesn’t come from pressure alone,” she says. “It comes from people being able to see.”

Final Thought

Seneca’s leadership is quietly radical. She’s not broadcasting slogans. She’s modelling a different way of thinking—where clarity is hard-won, waste is reframed, and courage looks a lot like consistency.

In a world hungry for breakthrough solutions, her gift is something subtler: behavioural clarity forged through lived experience. Less hype. More vision. And a deeply human kind of wisdom.

In a world teetering on ecological tipping points, Kat is betting on something smaller, more agile, and often overlooked: the SME.

“Each small business is part of a bigger business,” Kat says. “And if we’re going to shift the system, this is where it starts.”

🧩 Why SMEs Matter More Than You Think

Kat’s experience spans some of the biggest names in finance, tech, and facilities management — from Barclays to ISS. But it’s through working with small and medium-sized enterprises that she’s seen the most rapid, tangible change.

SMEs:

• Are closer to their people, suppliers, and communities

• Can make big changes without long bureaucratic chains

• Often have leaders directly involved in sustainability decision-making

• Can drive transformation up the supply chain, influencing bigger players

“I helped a relocation company switch from diesel to hydrotreated vegetable oil (HVO). Overnight, they cut emissions by 90% — and it took one conversation with the CEO.”

📉 What’s Holding SMEs Back?

Despite the potential, many SMEs are still lagging behind. The barriers Kat identifies are both structural and cultural:

• ❌ Limited budgets

• ❌ Lack of in-house expertise

• ❌ Unclear standards or frameworks

• ❌ Misconception that ESG is a luxury, not a necessity

She argues that the watering down of CSRD reporting requirements for SMEs is a missed opportunity. “Ironically, they’re the ones who would benefit most from frameworks like double materiality. It helps them understand where they should act — and why it’s not just about carbon, but risk, resilience, and opportunity.”

📈 Small Businesses, Big Influence

Kat is clear: action at the SME level doesn’t just result in smaller footprints. It creates pressure from below, challenging larger corporates to evolve.

“It’s not just about compliance. It’s about value creation. SMEs can offer sustainable products and services that make their clients’ ESG strategies easier.”

Think: sustainable relocation services, circular supply chain solutions, low-carbon facilities support — all being developed by nimble, purpose-led SMEs.

🌱 A Personal Model for Systems Change

Kat now balances her consultancy work with local sustainability projects in Spain — including drought-resilient garden design. The personal connection with nature keeps her work grounded and energised.

“There’s no growth in the comfort zone. You have to do the hard thing. That’s how change happens — in businesses and in life.”

And what does her magic wand moment look like?

“If I could change one thing, it would be to instil ethics and a sense of responsibility in every business leader. That’s when real change happens — when leadership walks the talk.”

With decades of real-world experience navigating journalism, regulation, and corporate affairs, Clayton brings a grounded but sharply insightful view on how companies must think about long-term value creation, resilience, and integrity in an increasingly sceptical world.

The Big Pivot: From Shareholder Value to Stakeholder Responsibility

“Purpose isn’t marketing. It’s not CSR. It’s not woke. Done properly, it’s a business strategy that drives performance.”

Clayton remarked, cutting through decades of corporate spin with refreshing clarity.

Once upon a time, Milton Friedman’s mantra — that a company’s sole responsibility was to increase profits — reigned supreme. But Clayton traces how the corporate landscape shifted, from the free-market fundamentalism of the 1980s to the cautious embrace of stakeholder capitalism post-2019, when 180 CEOs signed a statement redefining the purpose of business.

Yet, as Clayton warns, we’re now at a critical crossroads:

• Some firms are doubling down on purpose with authentic, business-aligned strategies.

• Others are retreating, green-hushing their initiatives out of fear of political backlash.

• And many, who only ever paid lip service to purpose, are quietly dropping the language altogether.

The risk? A two-speed world of business, where integrity becomes the ultimate differentiator.

Why Purpose-First Businesses Outperform

Clayton dives into the real, quantifiable advantages of purpose-led business models:

🔹 Employee Engagement: Workers connected to a higher purpose show 30% greater innovation rates, according to Deloitte.
🔹 Innovation: Purpose-driven companies are five times more likely to deliver breakthrough innovations (McKinsey).
🔹 Financial Performance: Firms with strong corporate purpose deliver annual equity returns 9% higher than their competitors.

And it’s not just about slogans or window dressing. As Clayton reminds us, quoting the famous NASA janitor story: “My job is to help put a man on the moon.” That alignment of personal contribution with a collective mission is where true engagement — and resilience — is built.

The Future of Corporate Purpose: Who Will Survive?

Looking ahead, Clayton outlines three distinct paths companies seem to be taking:

✅ Doubling Down: Organisations embedding purpose authentically into their core strategies, recognising the long-term business value.
⚠️ Rowing Back: Brands backtracking on their promises under market or political pressure.
❌ Dropping It Altogether: Those who treated purpose as a temporary marketing tool are now abandoning it.

He leaves us with a stark warning: in a world grappling with planetary crises, greenwashing and inauthenticity won’t just hurt reputations — they’ll destroy trust and erode long-term business viability.

“The world is watching more closely than ever,” Clayton says. “Businesses that aren’t radically transparent will get found out — if not today, then tomorrow.”

Final Word: The Magic Wand Question

If given a magic wand, Clayton would change two things:

• Encourage long-termism in business strategy.

• Demand authentic communications that truly reflect reality.

“We’ve seen too much hype and not enough honesty,” he concludes. “The companies that will thrive are those who match their words with real-world action.”

Their journey through design—spanning from childhood memories of carefully curated living rooms to pioneering work with The Body Shop and British standards committees—showcases a vital transition in the sector. At the core of the conversation? The need to redefine luxury, rethink material value, and resist the fast-paced consumerism that dominates the interiors industry.

But this wasn’t just a nostalgic stroll. Chloe and Matt laid out a tangible, exciting framework for the future—one that makes sustainability accessible, desirable, and even profitable.

🪑 The Case for Second-Hand Chic

If there’s one myth Matt and Chloe are keen to bust, it’s this: sustainable design isn’t shabby. Gone are the days of scratchy hemp sofas and mint-scented recycled toothbrush countertops.

“You wouldn’t be able to tell which ones are sustainable and which ones are not,” said Matt. “For a long time, you could… but now it’s getting sophisticated.”

In today’s high-end interiors, second-hand doesn’t mean second-best. With the right approach, it becomes a storytelling tool, a way to connect clients with a space that’s rich in meaning and light on the planet.

Matt’s approach?
✅ Reupholster existing furniture with natural fillings
✅ Use an Owner & Maintenance (O&M) manual to ensure longevity
✅ Highlight resale potential to clients (“buy better, buy less”)

📦 Design with Purpose, Not Just Purchase

As Chloe puts it:

“We are fixated on this ownership. Not only are we fixated on new, we’re fixated on owning things.”

The episode spotlights an important design pivot: shifting from a consumption-driven model to a sharing and service economy. Whether it’s renting pieces to follow a trend, rethinking furniture as a service, or investing in timeless designs, there’s real power in shifting mindsets before shifting materials.

🔁 Circularity isn’t just about materials—it’s about thinking.

🔍 Eleven Ways to Rethink Sustainability

In her book Sustainable Interior Design, Chloe lays out eleven focused approaches that interior designers can use to bring sustainability into their practice. From reuse and vegan design to ethical business and regenerative principles, the idea is simple: you don’t need to do everything, but you do need to start somewhere.

“Pick a path. Focus on one thing. You’ll pick up others as you go.”

Some of her pathways include:

• ♻️ Reuse & refurbishment: Keeping what already exists in use

• 🌿 Biophilic & healthy building: Creating spaces that support physical and emotional wellbeing

• 🛠️ Ethical supply chains: Demanding transparency and accountability from upstream partners

• 🌱 Regenerative design: Going beyond “less bad” to create net-positive impact

💼 Profitability vs Sustainability? Or Both?

There’s no denying that sustainability takes time. More time to source, more time to research, and more time to educate clients.

So, is it worth it?

Matt thinks so:

“Yes, it might take more of your time… but it provides you with a story that you can tell about the work you’re doing. That’s the value add.”

For commercial clients, storytelling feeds into brand strategy. For residential clients, it’s about emotional durability—having a chair that carries family history instead of a barcode. And for interior designers, these stories build reputation, credibility, and demand.

🧠 Magic Wand Moments

We asked our guests: if you could change one thing about the commercial world instantly, what would it be?

Matt’s wish: Incentivise sustainable behaviour through education and economic mechanisms—think bottle deposit schemes, but for interiors.
Chloe’s wish: For corporate leaders to truly care—to stop waiting for regulation and instead embrace sustainability as an internal drive, not an external demand.

🔮 What’s Next?

As Chloe puts it:

“We’re in a ‘less bad’ place right now, not a regenerative one. But it won’t take too long.”

With design collectives, industry bodies, and designers themselves increasingly joining forces—from Interior Design Declares to BIID’s sustainability resources—the momentum is building.

If interior designers can shift from passive providers to active educators and advocates, the possibilities are endless. As Chloe and Matt showed, there’s space for every designer to have an impact—whether you’re sourcing antique chairs, setting fire safety standards, or simply telling better stories.

In a wide-ranging and personal conversation, Kieran reflects on the formative power of advertising, the significance of authentic representation, and how his work at The Alchemist and KG Hospitality shows that purpose-driven marketing is not just relevant for hospitality — it’s urgently needed. But this isn’t another ‘do good, feel good’ piece. It’s a case study in what happens when marketing gets personal, brands listen, and meaningful change follows.

🎯 The Central Issue: Marketing’s Missed Opportunity in Hospitality

Hospitality, Kieran argues, has lagged behind other sectors in addressing the social expectations of modern consumers. For too long, he says, the industry rewarded unsustainable cultures of overwork and ignored the power of brand voice to shape broader societal norms.

“Hospitality is notorious for being an industry where ethics don’t historically go hand in hand. Seventy-hour weeks used to be worn as a badge of honour — that needs to change.”

The challenge? Hospitality brands have often underestimated the power of their platforms. Unlike tech or fashion, they haven’t traditionally seen themselves as vehicles for social good. But the influence is there — in community spaces, team cultures, social media feeds, and the everyday choices of diners and drinkers.

🌈 Case Study: Turning a Pride Cocktail Into a Year-Round Commitment

One standout example Kieran shares is how a seasonal Pride campaign at The Alchemist became a long-term partnership with the Albert Kennedy Trust — raising more than £80,000 for LGBTQ+ youth.

“It started as just a cocktail for Pride weekend. But it didn’t sit right — it wasn’t giving anything back. So we made it year-round. That small change turned into a real, consistent commitment.”

It’s a powerful illustration of what genuine alignment looks like. Not rainbow logos in June, but embedded action across the calendar.

🧠 Key Takeaways: Building Authentic Purpose into Hospitality Marketing

Kieran doesn’t mince words when it comes to how brands should approach purpose:

✅ Be consistent, not convenient

• Purpose isn’t a seasonal trend. If you’re going to support a cause, back it up year-round.

• Don’t just celebrate International Women’s Day or Pride Month; ask who’s missing and what comes next.

✅ Know when (and why) to speak

• Silence can be deafening. But jumping on every issue risks cause-washing.

• Ask: Do we have a right to be in this conversation? Are we listening to the right voices internally?

✅ Invite accountability

• Transparency is power. Sharing what you’re not yet doing well can disarm critics and build trust.

• “Own your mistakes,” Kieran says. “People value brands who say: we got this wrong, and here’s what we’re doing to fix it.”

💼 Internal Impact: Culture, Belonging and Retention

It’s not just about customer perception. Kieran highlights the internal impact of ethical marketing, especially in a high-turnover sector like hospitality.

He shares how initiatives like Currency of Kindness — where staff were paid to volunteer for a day — built loyalty and gave team members a sense of purpose beyond their job roles.

“When people feel like they’re heard, when their lived experience shapes brand decisions — that’s where true belonging starts.”

This emphasis on internal alignment speaks to a broader trend: younger employees expect their employers to reflect their values. And they’re not afraid to walk if they don’t.

🚩 The Risk of Getting it Wrong

Kieran doesn’t shy away from the complexities. He recalls a moment where a menu item was called out for cultural appropriation — and how the team used it as a learning opportunity.

“We owned it. We listened. And we put in place an educational process for the future. That’s how you grow as a brand.”

The lesson? Mistakes are inevitable. But crisis can be a catalyst — if handled with honesty and humility.

🔮 Kieran’s Magic Wand: Rethinking Who Gets a Seat at the Table

If given the power to change one thing about the corporate world?

“I’d eliminate the systemic biases in hiring and leadership. Too many head offices still look and sound the same. We need class, race, gender and orientation diversity — not just in who we hire, but who we promote.”

He makes the case not just as an ethical imperative — but as a strategic one.

🎤 Final Word

Kieran’s journey — from a billboard-obsessed child to a boundary-pushing marketing lead — shows just how powerful the right stories, told well, can be.

But more than that, it’s a reminder that brands — especially in sectors like hospitality — can do more than sell. They can represent, challenge, reflect and evolve.

As Kieran puts it:

“We’re connecting with people. So people are investing in us. We have to invest in them.”