A career built inside the world's most complex enterprises.
I have spent my career inside global enterprises — governing technology portfolios, directing large-scale transformations, and holding the intersection between capital allocation and human outcomes. The work described here is not advisory. It is executed from within.
Global platform synchronisation
At BHP, I govern the global HR and workforce technology estate — a portfolio spanning SAP SuccessFactors, ServiceNow, and a constellation of integrated systems across every region the company operates in. The work is not implementation. It is architectural governance: establishing and maintaining a unified standard across a genuinely complex organisation, and ensuring that capital invested in that estate produces measurable outcomes rather than accumulating as technical debt.
The challenge at this scale is not selecting the right platforms — it is governing the relationships between them, the pace at which they evolve, and the standards that hold everything together when individual regions want to diverge.
Architecting human utility
Standard change management treats user resistance as a communication failure. I treat it as an architectural flaw. When leading complex platform implementations, I engineer systems that drive their own adoption by reducing the cognitive load on the workforce.
When a system is designed around how people actually work — not how the vendor assumes they work — adoption stops being a problem to be managed and becomes an outcome that happens naturally. Every capital deployment should produce measurable value from the start, not after a twelve-month change programme.
Embedded machine intelligence
Inherited, unquestioned processes routinely destroy organisational productivity. Applying rigorous lean principles and a Socratic approach to business design, I systematically locate the fundamental truth of an operational requirement and dismantle inefficient workflows before any technology investment is made.
The question I start with is never "how do we use AI here?" It is "what is the actual process, and does it make sense?" AI embedded in a broken process produces faster broken outcomes. The redesign comes first. Then the technology.
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Advisory availability is limited to complex, large-scale enterprise transformations. The briefing form is the starting point.
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