The world doesn’t pause for us to catch up. Lines that once seemed permanent are blurring, absolutes are dissolving, and the pace of change has reached a mind-blowing velocity that leaves many organizations scrambling to keep pace. But here’s what I’ve learned from years of operating in the spaces between—between marketing and technology, between countries and cultures, between strategy and execution: opportunity abounds for those who refuse to waste a good crisis.

Living in the In-Between Spaces

We’re all living in the in-between now—the space between how things were and how they will be in the future. It’s uncomfortable territory for those who crave certainty, but it’s fertile ground for those who understand how to navigate ambiguity.

My career has been built in these liminal spaces. I’ve operated between marketing, technology, and commercial management. I’ve cut my professional teeth in South Africa, tested and expanded that foundation in the UAE, and now find myself in Ireland—always starting with fundamentals backed by data, always distilling complexity to first principles. I’ve worked across most disciplines in marketing while simultaneously working closely with technical teams—and, at times, in semi-technical roles.

What emerges from this constant navigation is what I later learned is the essence of being a “purple person”—a concept I didn’t coin but discovered and found extremely applicable. It’s the ability to effectively integrate two worlds that often speak their own language and operate on their own rules: business and technology.

But this notion of a purple person is not the only in-between space I find myself occupying. I’m also what you might call a thinker-doer—effectively integrating the world of strategy and execution. Having operated in these liminal spaces, I’ve discovered that innovation, growth, and magic live precisely here—in these intersections where different worlds meet. The impact delivered is always greater than the sum of the parts.

The Operating Model for Uncertain Times

Years of operating in these in-between spaces have taught me that success requires a deliberate operating model. Here’s what I’ve learned:

Start with first principles

If the environment of changes, first identify the foundations that remain true. What are the unchanging human needs? What are the fundamental business drivers that transcend trends? These become your anchors in the storm of change.

Clearly identify what is changing

Not everything is in flux simultaneously. Be precise about what specifically is shifting in your industry, your market, your organization. This clarity prevents you from solving tomorrow’s problems with yesterday’s playbook.

Quantify anecdotal feedback with data

Stories and gut feelings matter, but they need the backbone of solid data to ensure you’re seeing the complete picture. Too many strategies fail because they’re built on compelling anecdotes rather than holistic perspectives.

Maintain relentless focus on the real problem

In times of change, it’s easy to get distracted by symptoms rather than causes. Always ask: what is the real problem we’re trying to solve? Strip away the noise and the politics and the shiny objects to find the core issue.

Understand the drivers

Is the problem rooted in fundamentals that aren’t going anywhere, or is it driven by aspects that are changing? This distinction is crucial because it determines whether you need to double down on proven approaches or pioneer new ones.

Explore all potential solutions

Some solutions will be rooted in fundamentals—tried and true approaches that work regardless of external change. Others will emerge from the opportunities and threats in the areas that are changing. The best strategies often combine both.

Act quickly and learn from feedback loops

In the in-between spaces, perfect information doesn’t exist. You must be willing to move with incomplete data, then adjust based on what you learn. Speed of learning matters more than speed of execution.

The Competitive Advantage of Ambiguity

While others wait for certainty that will never come, those who master the in-between spaces are already building the future. They understand that the blurred lines everyone else fears are actually spaces rich with possibility.

The key is developing comfort with discomfort. Learning to operate effectively when the rules are being rewritten in real-time. Building capabilities that are valuable regardless of which way the pendulum swings.

In my experience across different continents, cultures, and business functions, the fundamentals of human behaviour and business success remain remarkably consistent. But the context, the channels, the technologies, and the expectations are in constant evolution. Success comes from anchoring yourself in the fundamentals while remaining fluid in your approach to everything else.

Embracing the Permanent Beta

We’re all in permanent beta state now, launched into a new way of doing before being fully ready. The organizations, the leaders, and the strategies that will thrive are those that build learning and adaptation into their core operating model. Those that see change not as a threat to be weathered, but as a competitive advantage to be leveraged.

The in-between spaces aren’t comfortable, but they’re where the future is being built. The question isn’t whether you’ll have to operate there—you already are. The question is whether you’ll do it intentionally, strategically, and with the kind of first principles thinking that turns uncertainty into opportunity.

After all, as the saying goes, you should never waste a good crisis.

And in a world of constant change, there’s always a good crisis to leverage.

Let’s Build from the In-Between

I work with founder-led and internet-first businesses to sharpen strategy, clarify positioning, and build the operating systems that turn insight into traction.

If you’re navigating growth, complexity, or change—and need a commercial sounding board to cut through the noise—let’s talk.