I started with the code.
I stayed for the system around it.

Curiosity came first

At primary school, I learned BASIC by opening Dodgem on a MicroBee and changing its variables. I wanted to know how things worked, whether that meant getting inside a program or taking a computer apart.

By high school, I was teaching myself HTML and JavaScript. By university I joined PwC for a nine-month placement; it became fifteen months, with an offer to return after my final year.

The engineering had consequences

Over roughly fifteen years across Sydney and New York, I grew from building production software into technical leadership and architecture: setting direction, establishing standards and helping other engineers do better work. At Colonial First State, my work led to an invitation for me to join a new four-person enterprise architecture team, helping develop frameworks used across development teams.

The systems mattered to the business. At Colonial First State, a new onboarding platform attracted more than A$5M in new investments in its first week. At Merrill Lynch, I worked on pricing technology and efficiency improvements in an institutional environment. Architecture was never separate from the commercial consequences of getting it right.

Leadership widened the picture

In New York, I went on to lead major programs and multidisciplinary teams. The work ranged from new digital banking propositions to an enterprise-risk experience for Goldman Sachs and a US$12M platform modernisation for BNY Pershing.

For Crédit Agricole CIB’s US operations, I led a regulatory technology program spanning more than 50 people and 12 teams across the CIO and CISO organisations, coordinating with European headquarters on global policy alignment.

These were different institutional problems. Each required technical direction, executive decisions and people from different disciplines to move together.

Running a business made the economics personal

After more than a decade in New York, I returned to Sydney and founded a growth agency. I was responsible for winning business, leading the team, delivering for clients and the P&L.

We worked with more than 30 e-commerce brands across five markets. For one client, monthly revenue grew from roughly US$20,000 to more than US$1.2 million in under fifteen months. Customer experience, marketing and data were no longer adjacent disciplines; they were part of the commercial result I owned.

I brought that perspective back to enterprise change

Returning to enterprise work, I brought the commercial perspective of running a business to major cloud transformations: what the investment would make possible, how the economics would change and what the organisation would need to run it. I led work across financial services, insurance and government, including modernisation for a payments provider serving more than 3,000 businesses and the operating model that enabled an acquiring organisation to take control of an insurance business’s technology. Alongside this, I built and led a security capability across Australia and New Zealand, developing the team and its offerings.

Today, I connect those worlds

I shape major technology opportunities across engineering, cloud, AI, data, security and customer experience. Working with executive teams, I connect what those capabilities make possible with a compelling proposition, credible architecture and investment decisions—and the leadership needed to deliver.

I bring both perspectives to the conversation: the person who understands how the system works, and the person asking what it should make possible for the business.