Gregory
Birgé
I solve problems. Especially when the problem isn't obvious.
My work has moved between Europe and Asia, between consumer brands and technical businesses, and between the people who make things and the people who have to sell them. That mixture is the whole point: it's hard to spot a badly framed problem if you've only ever stood in one part of the building.
I'm usually brought in when something isn't moving and the reason is unclear. Sometimes the answer is a campaign. Often it's a different question.
- 01Businesswhat has to be true to sell
- 02Peoplewho has to change their mind
- 03Systemswhat makes it work or stall
- 04Marketwhat is happening outside
- Europe ↔ Asia
- 15 countries / 5 languages
- 4 markets / one diagnostic
- 60+ public appearances
Europe ↔ Asia
Lived and worked across both. Not visited.
15 countries / 5 languages
One regional operating system built for Lufthansa email marketing across Asia.
4 markets / 25 subcategories
A cross-functional diagnostic across Japan, Korea, Singapore and Thailand, involving management, finance, marketing, brand and IT.
60+ public appearances
Conferences, workshops, client training, and explaining technology and business shifts on air.
- 01The brief is a hypothesis. Treat it like one.
- 02Ask who benefits from the current definition of the problem.
- 03If everyone agrees immediately, nothing has been examined.
- 04Clarity is a decision, not a writing style.
- 05Funny and serious are not opposites. Vague and serious are.