Start with what
the business could become.
Banking propositions brought to life. A brand scaled internationally. Critical platforms and institutions transformed. These are selected outcomes from my work and how I helped create them.
Growth and new business models
One brand grew from ~US$20K to >US$1.2M in monthly revenue.
That growth came in under 15 months, at 3–4× return on advertising spend. I founded and ran the agency behind it, bringing the customer journey, demand generation, Shopify data and delivery into one commercial picture.
Across an agency serving more than 30 brands in five markets, I owned the P&L, led the team and carried responsibility for winning the work as well as delivering the result.
A mobile-first bank that went on to reach 10M+ customers.
next created a new banking proposition alongside Bradesco’s established business. I helped bring it to market by architecting and leading the integration between its cloud-native services and the existing bank estate.
The work connected a new customer experience with the institutional systems needed to support a functioning bank. next later reached more than ten million customers.
•••• ••••
in your
pocket.
Products and better decisions
A new banking proposition for businesses, taken from opportunity to working product.
Goldman Sachs was extending its digital banking capabilities into corporate deposits. I led the commercial-banking engagement from shaping the proposition and commercials through delivery of the initial product, building on the bank’s retail platform.
That meant bringing the customer proposition and technical delivery together to create the foundation for a new business-banking offering.
→Payments
→Support
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A global investment bank changed how it saw enterprise risk: one experience, across channels.
At an institution of this scale, enterprise-risk information carries business and regulatory consequences. The ambition was a coherent experience for understanding and exploring that complexity across channels.
I led the multidisciplinary team that imagined and built the platform, bringing engineering, customer experience and design together. The resulting work was commended by US federal regulators.
overviewExplore
the detailReview
together
riskOverviewExploreReview
A faster path from opening an account to investing
I led the engineering team behind a new-account onboarding platform that attracted more than A$5M in new investments in its first week. The onboarding journey was shortened from five days to two.
A new digital front door for the people selling the business’s products
I led the launch of a new broker portal as the first stage of a wider digital transformation. The work connected the immediate product with the enterprise architecture and agile delivery approach needed for what would follow.
Large-scale change
A critical global investment platform modernised.
For a global broker-dealer and custodian, modernising the platform meant changing critical technology behind the business. I built the investment case and led the US$12M program across 12 coordinated projects, from approval through implementation and closure.
The work included modernising the enterprise service bus, the integration layer connecting business systems.
WORK
TEAMS
HELP
servicesBusiness
applicationsConnected
operations
A major cyber regulation met. Stronger governance left in place.
I led the US regulatory technology program across the CIO and CISO organisations. It achieved 23 NYCRR Part 500 compliance, revised cybersecurity governance and finalised a two-year maturity roadmap. We coordinated with European headquarters to align the US response with global policies.
governanceResponsibilitiesDecision rightsMaturity roadmap
A global investment business gained the technology to operate on its own.
I led the architecture and build of PineBridge Investments’ greenfield technology environment, then migrated infrastructure and application workloads from AIG ahead of the contractual M&A deadline. After the transition, I shaped the architecture and modernisation roadmap.
The new owner took operational control, with limited support from the seller.
I led the work to define the cloud operating model for the transferred application and infrastructure estate: governance, decision rights, service management, cyber operations and FinOps. The acquiring organisation could then take operational ownership.
arrangementSeller + buyer
controlGovernance & decisionsService & cyber operationsFinOpsLimited seller support
Organisation names identify the context of the work and do not imply endorsement. Product and environment drawings are conceptual, not historical screenshots. The next customer figure describes a milestone the bank reached after launch, not growth attributed solely to my work.
From possibility to delivery
See what could change
Understand the technology deeply enough to see the product, customer or commercial opportunity it opens.
Shape what it becomes
Bring product, experience and engineering perspectives together around a proposition worth pursuing.
Make the case. Set direction
Connect the architecture, economics and investment decisions, so leaders can commit with a clear view of the trade-offs.
Lead it into reality
Mobilise the right disciplines and carry the work through delivery, with the operating model needed to realise its value.
Financial services and insurance
Government
E-commerce
I bring experience of critical institutional systems alongside the commercial reality of growing e-commerce businesses. Across these settings, I connect technical choices with customer experience, business performance and the work required to deliver.
My background includes Capco, AllianceBernstein, Bank of America Merrill Lynch, Commonwealth Bank, IBM and PwC, alongside founding and running Surge Catalyst.
The detailed record on LinkedInWhat could technology change in your business?
If you are weighing a new proposition, a difficult technology decision or a consequential change, I welcome the conversation.