about

This started with a risk, a lie, and no safety net.

I didn’t come from privilege. I was a reckless teen who quit uni, had zero experience, and talked my way into my first management role at 22. No training. No mentor. Just me, a job I wasn’t quite qualified for, and a team expecting leadership.

These days, I help fast-growth businesses scale - through hands-on consultancy, fractional leadership, and my training programme The Step Up - building the teams, systems, and leaders that make growth possible.

A few things I’ve done along the way

I spent the first part of my career leading large-scale transformation programmes in government - often with high stakes, tough audiences, and nowhere to hide.

I moved thousands of frontline police officers onto new digital systems.

I was seconded into the Prime Minister’s Cabinet to lead the security response to a major international summit when it was all going off the rails.

And I led what was, at the time, one of the largest change programmes in Australia’s housing sector - a multi-year transformation that meant engaging hundreds of stakeholder groups, shifting thousands of staff onto new systems, and doing it all without disrupting critical frontline services.

FROM GOVERNMENT TO GROWTH

I valued my background in government and large enterprise organisations - the complexity, the scale, the need to get things right. But I wanted to work in more entrepreneurial, fast-moving, dynamic, and innovative environments.

So I moved to the UK to start working with start-ups and scale-ups -companies that needed someone who could wear multiple hats, move at speed, make sense of chaos, and get them from A to B quickly.

At Quill, I redesigned the operating model so we could go from small-value projects to multi-million-pound contracts - building a new platform, delivery model, and a global freelance workforce along the way.

At Ometria, I built the people function from scratch, coached the founders into a high-performing exec team, and introduced hiring and performance practices that still hold up years later.

At Moss, I trained hundreds of managers across Europe, redesigned the talent acquisition function, and guided the organisation through a major restructure.

WHAT I BRING INTO EVERY GIG

I’m someone who can come in and very quickly get things done.

I’m extremely efficient, leveraging skills from my early career in project management, change management, team leadership, and stakeholder management.

I build credible relationships fast. I recognise patterns - spotting what’s broken, what needs to change, and how to make it happen. I change mindsets. I change hearts. I leave businesses and people stronger than they were when I arrived.

I’ve hired, built, and scaled teams. Designed and embedded people functions and strategies. Turned around toxic cultures. Rebuilt operations. Designed and launched products. Led restructures and layoffs. Coached execs and first-time managers alike.

WHY I DO WHAT I DO

In all of this, I started to notice a pattern: I was consistently building capability in frontline managers. Coaching them, training them, giving them the tools to actually lead. That’s what I kept getting asked to do - and what I’ve now chosen to focus on through The Step Up.

Because when early-career managers aren’t set up to succeed, nothing scales the way it should. Fixing this layer isn’t a nice-to-have - it’s foundational.

And the consultancy and fractional work? That’s about building an environment where those managers - and the rest of your team - can thrive. Whether it’s designing a people function, fixing hiring, shaping an exec team, or unblocking operations, I do what’s needed to get the business moving forward, faster.

WANT TO CHAT?

I love meeting new companies, so don’t be shy.