Sep 2024 – Mar 2025 · 6 mos · Sydney, New South Wales, Australia

• Joined NXG Group to support strategic and operational transformation across finance, operations, and technology functions within a multi-entity strata management business.
• Worked closely with founders and leadership to address legacy structural challenges and improve the foundations for scalable growth.
• Key contributions included:
• Supporting a corporate restructure to simplify group structure and address legacy constraints
• Initiating an AI-enabled solution to improve operational efficiency for strata managers, particularly in managing high email volumes
• Implementing Consolidated Accounts to AASB standards
• Providing leadership across finance, operations, and technology teams to strengthen alignment with strategic objectives

Dec 2022 – Jul 2024 · 1 yr 7 mos · Sydney, New South Wales, Australia

• Appointed following the acquisition of eWave by Globant to lead the global Commerce Studio, with responsibility for post-acquisition integration, strategy, and business performance.
• Led the successful integration and scaling of the Commerce Studio within Globant’s global operating model—aligning strategy, delivery, and capability to support enterprise clients across multiple regions.
• Drove a focused growth strategy across the Americas, investing in market expansion and delivery capability to strengthen Globant’s presence in the US and LATAM. This resulted in approximately 40% growth within 12 months post-acquisition, underpinned by new client acquisition and expanded regional delivery capacity.
• Established and scaled delivery operations across South America, adding close to 100 engineers, enabling the business to support increased demand and deliver complex, large-scale commerce transformation programs.
• Key areas of focus included:
• Post-Acquisition Integration: Integrating the eWave business into Globant’s global structure, aligning operating model, capability, and go-to-market
• Growth Strategy & Execution: Driving expansion across the Americas, including new client acquisition in the US and LATAM
• Global Business Leadership: Leading the performance and development of a globally distributed Commerce Studio
• Delivery Capability Expansion: Establishing and scaling nearshore engineering capability to support growth and execution at scale
• Client Engagement: Building relationships with senior stakeholders across key enterprise accounts

Jul 2021 – Dec 2022 · 1 yr 5 mos

• Appointed to establish and lead the global sales and marketing function, with responsibility for driving revenue growth, strengthening market positioning, and building a scalable commercial engine to support the company’s expansion.
• Led the transformation of the Sales & Marketing organisation to a more structured, performance-driven model, aligned to global growth objectives and supporting entry into new markets.
• Designed and executed a three-year commercial strategy, establishing stronger pipeline generation, improving market visibility, and positioning the business for continued growth and eventual acquisition.
• Key contributions included:
• Commercial Strategy: Developed and implemented a global Sales & Marketing strategy aligned to growth and expansion objectives
• Organisational Transformation: Restructured the Sales & Marketing function to strengthen new business focus, improve capability, and support geographic expansion (including entry into the UK market)
• Pipeline Growth: Increased qualified pipeline approximately 3x through the introduction of structured outbound marketing and lead generation capability
• Market Positioning: Led brand refresh and website redevelopment to better articulate value proposition and support growth
• Client Evidence & Credibility: Established a structured case study program, delivering 20+ client success stories to support sales effectiveness

Feb 2020 – Dec 2022 · 2 yrs 10 mos

• Appointed to build and lead the global Finance and People functions, with a mandate to strengthen commercial discipline, establish scalable operating foundations, and prepare the business for IPO or trade sale.
• Worked closely with the founders and executive team to embed strategic planning, financial rigour, and organisational capability required to support global growth and maximise enterprise value.
• Key contributions included:
• Strategic Planning & Commercial Discipline: Designed and implemented an integrated strategic planning and forecasting framework, improving visibility, decision-making, and alignment across the business
• IPO / Exit Readiness: Led initiatives to prepare the organisation for IPO or trade sale, including financial structuring, reporting maturity, and governance uplift
• Corporate Restructure: Drove a major corporate restructure to simplify and rationalise ownership structures, supporting scalability and investor readiness
• Capital Raising: Led the company’s first equity raise to support growth and M&A strategy
• Finance Transformation: Established a modern FP&A capability and strengthened financial controls to support global operations and future compliance requirements
• People & Organisation: Developed and aligned the People strategy to support rapid growth and organisational scaling
• Crisis Leadership: Chaired the COVID-19 response, using financial and operational insights to guide early and decisive action. Subsequently led the executive response to the Russia–Ukraine war, including the closure of the Russian business and the relocation of over 100 employees and their families across Belarus, Russia, and Ukraine

Nov 2019 – Present · 6 yrs 7 mos · Sydney, New South Wales, Australia · Remote

• Operate a personal advisory and investment vehicle, supporting organisations through Board Directorships, advisory roles, and selective consulting engagements.
• Work with founders, boards, and executive teams to support growth, governance, and scale, particularly where organisations are navigating complexity, transition, or preparing for the next stage of expansion.
• My focus is on bringing a commercially grounded perspective across strategy, financial and technology governance, and operational execution—helping organisations move beyond constraints and realise sustainable growth.
• Engagements typically include:
• Board Directorships & Advisory Roles – providing independent oversight, governance, and strategic guidance
• Strategic Planning & Execution – supporting leadership teams to define and operationalise growth strategies
• Operating Model & Leadership Support – including EOS implementation and integrator-style roles
• Financial & Operational Advisory – across CFO and COO domains
• M&A Advisory – supporting evaluation, preparation, and execution of transactions
• Technology & Transformation Advisory – aligning technology decisions with business outcomes

Mar 2017 – Jul 2019 · 2 yrs 4 mos · Greater Sydney Area

• Appointed as CFO and Company Director for Asurion’s Australia and New Zealand business, with responsibility for financial leadership, commercial strategy, and supporting regional growth and performance across a $100M operation.
• Worked closely with regional and global leadership to drive growth, improve operational performance, and support major commercial initiatives across carrier and retail partnerships.
• Key contributions included:
• Major Commercial Transactions: Led financial and commercial negotiations for a large-scale strategic tender valued at approximately $1.5B over the contract term, including engagement with customers and key partners
• Structured Financing: Played a lead role in designing and securing a syndicated leasing facility to support the tender, including achieving an initial $1B pre-sell funding commitment
• Business Transformation: Drove financial and operational initiatives that resulted in a ~30% reduction in cost base, improving profitability and operational efficiency
• Executive Leadership: Contributed as a key member of the ANZ leadership team, supporting strategic decision-making, investment prioritisation, and business planning

Mar 2013 – Mar 2017 · 4 yrs · On-site

• DIRECTOR BTS FINANCE (Sept 2013 to March 2017; $1b turnover, 80 staff)
• Appointed to lead Finance and Corporate Services for Optus Business ICT divisions and NCS Australia, with a mandate to execute the ICT transformation strategy across a ~$1B business incorporating multiple subsidiaries.
• Built on the Enterprise Transformation strategy to drive operating model change, integration of legacy acquisitions, and the establishment of scalable financial and operational foundations to support growth.
• Key contributions included:
• Transformation Execution: Led the financial and operational execution of the ICT transformation program, including integration of over six subsidiaries into a more unified and scalable business model
• Finance Transformation & Systems: Delivered a major finance transformation program, including the implementation of a new SAP environment to improve reporting accuracy, timeliness, and decision support
• Shared Services Model: Designed and implemented a captive offshore shared services function, increasing capacity and delivering ongoing cost savings of over $5M per annum
• Commercial Leadership & Growth: Provided financial leadership to the Business Technology Solutions division (~$1B revenue), supporting >30% year-on-year growth
• Major Contract Delivery: Served as lead finance executive for the ATO re-sign, securing a $300M managed services contract
• Business Integration: Supported the consolidation and alignment of multiple Singtel/Optus ICT entities into a more cohesive operating structure

Mar 2013 – Sep 2013 · 6 mos · On-site

• DIRECTOR TRANSFORMATION (March 2013 to Sept 2013)
• Appointed to design and lead a transformation strategy for Optus’ Enterprise division, focused on improving customer experience (NPS) while reducing operating cost and complexity.
• Partnered with the executive leadership team to define and initiate a multi-year transformation program centred on operating model redesign, organisational simplification, and capability alignment.
• Key contributions included:
• Transformation Strategy: Developed a division-wide strategy to improve customer outcomes while delivering a significant cost reduction program (~$60M), aligned to broader enterprise priorities
• Operating Model Redesign: Designed a new target operating model, including the establishment of an offshore shared services capability to improve efficiency and scalability
• Post-Acquisition Integration: Led the strategic approach to integrating multiple legacy acquisitions, addressing fragmentation across systems, processes, and teams
• Customer & Cost Alignment: Balanced NPS improvement initiatives with structural cost optimisation, ensuring service continuity and supporting broader business objectives

Jan 2013 – Feb 2013 · 1 mo · Canberra, Australian Capital Territory, Australia

• Engaged by Service Stream as Commercial Director to support the development of its bid for the National Broadband Network (NBN) rollout, bringing specialist expertise in telecommunications infrastructure and commercial modelling.
• Worked closely with executive stakeholders to shape the commercial and delivery aspects of a large-scale fibre-to-the-premise (FTTP) deployment, supporting a competitive bid into one of Australia’s most significant infrastructure programs.
• Key contributions included:
• Commercial Modelling & Pricing: Developed detailed financial models and pricing frameworks to support bid competitiveness and long-term contract viability
• Bid Strategy & Structuring: Contributed to the commercial positioning and structuring of the NBN bid, aligning delivery capability with financial outcomes
• Infrastructure Advisory: Provided input into delivery models and project execution approaches for large-scale fibre network deployment
• Executive Advisory: Supported leadership decision-making through commercial analysis and scenario modelling during the bid process

Oct 2010 – Dec 2011 · 1 yr 2 mos

• Not for profit advocacy company promoting ICT industry and technology take-up in Ballarat Victoria. Influencing Government ( Federal, State, and Local ), Business leadership and the community about the benefits of ICT and how Ballarat is positioning itself to be the regional hub of technology in Australia.
• Key achievements include assisting the organisation establish an appropriate corporate governance framework and processes, and successful delivery of first audit.

Jan 2010 – Oct 2012 · 2 yrs 9 mos · Canberra Australia

• Led end-to-end operations for TransACT, a Tier 2 telecommunications and data services provider, with responsibility across customer lifecycle, regional business performance (Victoria), network operations, IT, and enterprise program delivery within a ~$120M business.
• Managed multi-disciplinary teams across customer service, sales, field operations, infrastructure engineering, and IT, while establishing and leading the Group Executive Program Management Office to deliver strategic and capital initiatives across the organisation.
• Worked closely with the Board and executive team on key strategic priorities, including business transformation and the successful sale of the business to iiNet.
• Key contributions included:
• Business Turnaround (Victoria): Delivered turnaround from a $2M EBITDA loss to $2.5M profit within two years during the GFC
• IT & Operating Model Transformation: Led IT transformation following de-merger from ActewAGL, implementing SaaS and cloud-based ERP platforms to modernise systems and enable a scalable operating model
• Customer & Lifecycle Redesign: Improved customer experience (NPS) through redesign of service lifecycle processes supported by enhanced systems and data
• Revenue Growth & Market Expansion: Established corporate and government market presence, growing revenue from $150K to $1.2M+ within 12 months
• Product & Customer Growth: Introduced VoIP services, driving 160% customer growth and ~$2M annual revenue uplift
• Operational Efficiency: Reduced cost base by ~15% (~$3M p.a.) through restructuring and productivity improvements
• Program Leadership & Integration: Led enterprise PMO and supported post-acquisition integration with iiNet, including IT transition and operating model alignment

Jan 2009 – Dec 2009 · 11 mos

• GENERAL MANAGER VICTORIA (Turnover $120m, staff 60)
• Responsible for the Transact subsidiary Neighbourhood Cable, which ActewAGL managed under contract on behalf of TransACT.
• Neighbourhood Cable was acquired by TransACT in June 2009. Led the Sales, Customer Service, Infrastructure Engineering and System Engineering teams.
• Key achievements include successfully launching VoIP, growing the customer base by more than 160% in 12 months and cost reductions of more than 10%.

Jan 2007 – Jan 2009 · 2 yrs

• Group Financial Controller - Retail (Turnover $700m, staff 30)
• Responsible for leading the Retail divisions finance group delivering commercial advice, financial & management accounting, business planning, business performance reporting, credit management and risk management.
• Key achievements include reducing arrears by more than 50% through business process re-engineering, improving reporting across financial and non financial elements, and improving the business planning process creating stronger alignment between the strategy and business plan.

Sep 2005 – Dec 2006 · 1 yr 3 mos

• Led a finance team of 10 staff delivering financial and management accounting, business planning, payroll, accounts and commercial advice.
• Key achievements included implementing a new ERP (Technology One), establishing a business planning process aligned to strategy, and improvement of financial controls.

Jul 2004 – Sep 2005 · 1 yr 2 mos

• Established the Enterprise and Government Transformation Program Office. Reviewed and established within the program office more than 160 projects, which was refined and analysed down to approx 50 key projects. Developed reporting on project progress and predictive analysis on likelihood of success based on Boston Consulting Group's Roadmap methodology.

May 2000 – Jul 2004 · 4 yrs 2 mos

Jan 1997 – May 2000 · 3 yrs 4 mos