about
This started with a risk, a lie, and no safety net.
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 by strengthening how their people are supported, developed, and led. That might mean delivering critical people initiatives, improving how managers lead and perform, or building the capability that allows teams, and teams of teams, to deliver as the business grows.
A few things I’ve done along the way
I spent the first part of my career leading large-scale transformation programmes in government and enterprise organisations - 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.
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.
I led transformation work across Australia’s waste management sector, moving maintenance operations from fragmented, paper-based processes to a single digital system. That meant spending time on the ground at sites across the country, building credibility with frontline teams, and leading real operational change.
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 move quickly, make sense of ambiguity, and help them get from A to B without losing momentum or people along the way.
At Quill, I redesigned the operating model so we could go from small projects to multi-million-pound contracts - building a new product, operating model, and 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, led a company-wide ways of working initiative, and guided the organisation through a major restructure.
WHAT I BRING INTO EVERY GIG
I’m someone who can come in and quickly get things moving.
I work fast, draw on deep experience in project and change management, and bring clarity where things feel tangled or stuck. I build trust and credibility early, spot patterns others miss, and work out what will actually make a difference.
I’m at my best when there’s complexity, pressure, or ambiguity - bringing order, momentum, and direction. I don’t just diagnose problems; I help fix them.
I’ve hired, built, and scaled teams. Designed and embedded people strategies. Strengthened leadership capability. Turned around unhealthy cultures. Rebuilt ways of working. Led restructures and tough change. And supported leaders at every level to step up and deliver.
WHY I DO WHAT I DO
I love scaling companies because I get a rush from taking something complex, messy, or constrained, and making it work better. Bringing order to chaos. Getting from A to B. Unlocking progress that felt stuck or out of reach.
I started doing this work in a consulting capacity because growing companies often need extra firepower at key moments - someone who can step in, drive change, and help the business level up. Once that foundation is in place, it’s usually a different team that carries things forward day to day.
In doing that work, I noticed a consistent pattern: the biggest constraint to scale is almost always management capability. I found myself repeatedly coaching, training, and supporting frontline managers - helping them hire better, lead with confidence, and handle the realities of the role.
Because when managers aren’t set up to succeed, everything slows down. Performance suffers. Teams disengage. Growth becomes harder than it needs to be.
That insight is what led me to focus more deliberately on building leadership capability alongside the broader work of scaling - giving managers the skills, judgement, and support they need so the business can grow without the usual growing pains.
WANT TO CHAT?
I love meeting new companies, so don’t be shy.