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.