I co-founded A* AI in 2025 and serve as its Chief Marketing Officer, responsible for growth and distribution.

Generic AI knows the subject but not the exam. It can explain a concept correctly and still write an answer that loses marks, because it doesn't know what a particular board rewards or how examiners band a response. A* AI is built by students who sat those exams and got the top grades, so the technique is in the product: it marks essays against official banded criteria, generates labelled diagrams, and pulls questions from a searchable past paper bank. It covers 30 subjects across AQA, Edexcel, OCR and CIE. I built the custom GPT workflows inside the product and lead feature prioritisation based on user feedback.

Since launching in October 2025 the platform has passed 10,000 users. Revenue is concentrated in the spring examination period, which has shaped how we plan product releases and marketing spend across the academic year. In early 2026 we placed in the top 3% of 200 teams at Imperial IdeaForge.

The first 1,000 users came without paid acquisition. Beyond that I built and managed a network of 30 content creators across 4 time zones, generating around 250,000 views a week across TikTok and LinkedIn. Managing that channel, and understanding its limits, has been the substance of my role.

Persuading a school to change its investment policy is a governance problem rather than a financial one. The arguments are not especially difficult. The difficulty is that the decision sits with a bursar or a finance committee who did not ask the question and have no obligation to answer it.

The High School Clean Investment Coalition is structured around that constraint. It is a student-led organisation, now comprising over 51 member schools across more than 11 countries holding over $100M in combined endowments, which campaigns for secondary schools to divest from fossil fuels and reinvest in clean energy. Rather than lobbying schools externally, it enables students at each institution to raise the question internally, where they have standing.

I served as UK and International Lead, responsible for the coalition's growth beyond its founding schools. In practice this meant recruiting member institutions, establishing student teams within them, and preparing those teams for the conversations they would have with their own governing bodies. I developed the campaign materials they used and briefed them on the financial and fiduciary arguments a finance committee would expect to hear.

Thirteen member schools committed to divesting from fossil fuels. I trained 20 school teams on endowment engagement and divestment strategy, expanding the model into 8 new countries.