MY STORY

ABOUT

Who I am.

I’ve spent most of my career working in complex environments where data, systems and people don’t naturally line up.

Banking. Enterprise analytics. Large platform delivery.

My role has usually been to bring clarity where things were drifting — and to make sure what we built actually held up in practice.

I’m not drawn to surface-level optimisation. I care about how decisions, incentives and systems interact over time. When something changes, I want to understand what shifts downstream — not just what looks good in the short term.

What I’ve done.

I’ve worked inside regulated banking environments and enterprise data platforms where decisions carry weight.

At ANZ, I worked on onboarding systems that had to balance regulatory requirements with commercial speed. That meant aligning product, risk and operations — not just designing interfaces.

At NAB, I focused on enterprise analytics and governance — making sure data wasn’t just available, but actually usable and aligned to decision-making.

Across different roles, I’ve led and contributed to cross-functional product delivery in environments where multiple teams, incentives and constraints intersect.

I’m comfortable operating in that complexity. It’s where I’ve spent most of my career.

How I think.

When a new initiative is proposed, I tend to ask:

  • What changes if we do this?

  • Who gains decision weight?

  • What breaks quietly six months later?

  • Where will friction show up first?

I’m interested in second-order effects — the unintended consequences that don’t show up in the first presentation deck.

Most drift isn’t dramatic. It’s incremental. Small misalignments compound. I’ve seen that pattern enough times to recognise it early.

That’s usually where I add value.

How I work.

I like working close to the system itself — the data, the workflows, the people making decisions.

I’m comfortable leading, but I’m also comfortable operating inside strong structures. I don’t need ambiguity to function, and I don’t avoid accountability.

If something isn’t working, I prefer to name it early and fix it properly rather than layer more process on top.

I adapt to the reality of the organisation I’m in — sometimes that means leading directly, sometimes it means influencing through existing governance structures. The goal is always the same: clarity that holds beyond the first intervention.

I map how information, authority and incentives move across the system to identify structural seams rather than surface issues.

DIAGNOSIS

I reconnect decision ownership with credible evidence so accountability is explicit and outcomes carry weight.

ALIGNMENT

CONTINUITY

I stabilise the operating layer so truth survives handoffs, time and organisational change.

Why I am doing this.

I’ve worked in enough complex organisations to see the same pattern repeat.

Smart people. Good intent. Serious investment.

But systems slowly drifting because nobody owns the connective tissue between teams, incentives and decisions.

I care about getting underneath that. I care about making sure what we build actually holds up — commercially, structurally and over time.

This site is simply a place to think out loud about that work, and to make it easier for people to understand how I approach problems.

Let’s talk.

If you’re dealing with something that feels bigger than a tooling issue — something that’s structural — I’m open to a conversation.

Whether that’s a role inside your organisation or a contained piece of work, I’m interested in serious problems and environments that want to fix them properly.

Melbourne-based. Working across Australia and APAC.