Thirty years across product, customer experience, and AI. The three together are what it takes to apply AI in any business that takes itself seriously.
I work with leaders who are doing exactly that — at exec level, at board level, and inside the teams making it real.
Most advisors do one. Some do two. I've operated at scale across all three — product leadership at Aconex, Oracle, MYOB and Prospection; CX transformation at Oracle and Sensis; and six years working with AI, well before it became a buzzword. That combination is what the AI moment actually demands. And I've done it, not just advised on it — I built and productised my own AI product, Vizory, from a side-project prototype to a tool real directors relied on. I can talk the talk because I've walked it.
I work with the people whose decisions matter most — CEOs, exec teams, CTOs, CPOs, boards. When the strategy at the top is clear, everything below becomes easier. When it's not, no amount of execution makes up the difference.
I'll get into the detail when it matters. Reviewing a strategy doc, pressure-testing a board narrative, sitting with a product team to make new ways of working stick — whatever the engagement actually needs.
I'd rather have the harder conversation earlier than the easier one later.
Better governance starts with sharper thinking. Better products start with clarity about the problem. Better leadership starts with the willingness to be honest about what's working and what isn't.
I founded and built Vizory — an AI product for board directors — as the most direct application of how I work. I designed the product, ran the user research, made the architecture decisions, and tested with real directors using real board packs.
Vizory is transitioning towards its next chapter within an established board services organisation. I'll continue to support its development as a product advisor. The full case study, the six-part written series, and a five-part video walkthrough are available below.
See Thinking in ActionA walkthrough of the product in five short chapters — how I built it and what I learned. The most direct view of how I approach product, end-to-end.
A six-part written series. The problem I lived. Testing the hypothesis. What it actually takes to build properly. The $20 problem. The channel problem. What comes next.
A three-episode video series with Tim Boyle of Blackhall & Pearl. What's actually happening with AI in governance, two practitioners, no hype.
One of 45 product, design, engineering and AI leaders worldwide who authored the Makers Manifesto — principles for great product-making in the age of AI.
Every engagement I take on becomes a relationship — with the leader, the team, and often the broader group around them. Strategy work that lasts is built that way. Product capability that holds up is built that way.
The session pictured is one of those moments — running a workshop with the leadership team at PaperCut. Different companies, different problems, different stages — same approach. Show up to the real problem. Stay until the work has changed.
I've held senior product leadership roles at Aconex (acquired by Oracle for $1.6B), Oracle, Prospection, and MYOB. I currently sit on multiple boards as a non-executive director and advisor — including Education Perfect and AskYourTeam — and have worked with leadership teams across SaaS, AI, EdTech, healthcare technology, and B2B platforms.
