About

Background

I have over 20 years’ experience leading technology, cloud, and operational teams across complex and regulated environments.

My work has included building and operating platforms supporting more than $180m in recurring revenue, scaling multi-region cloud environments, and establishing 24/7 operating models where reliability and accountability matter.

I’ve worked extensively with organisations operating under regulatory, contractual, or public-sector scrutiny, where decisions need to be defensible as well as effective.

How I work

I’m typically brought in when organisations need a trusted, senior perspective — someone who can slow things down, surface trade-offs, and help decision-makers see the shape of the problem clearly.

• Clear framing of risk, cost, and options
• Direct, honest conversations
• Explicit scope and decision ownership
• Focus on reducing dependency over time

If I believe a decision is being delayed unnecessarily — or taken too lightly — I’ll say so.

What I don’t do

Clarity is as much about boundaries as it is about capability.

• I don’t operate as an outsourced engineering team
• I don’t sell long-term retainers by default
• I don’t introduce complexity to justify my involvement
• I don’t stay where I’m no longer adding value

When this is a good fit

This way of working tends to be effective when:

• Technology decisions are starting to carry board-level risk
• Growth has outpaced governance or operational maturity
• Engineering teams need clearer senior direction, not more hands
• A full-time executive hire feels premature or mis-timed

Now

I’m currently working with a small number of organisations where technology decisions are starting to carry board-level risk.

This typically involves cloud and platform strategy, operational risk, and providing a calm, senior perspective during periods of growth or change.

I keep my availability intentionally limited to ensure depth of engagement and clear accountability.