I grew up in Felixstowe, a container port town at the end of the road in Suffolk, well outside the London commuter belt. My parents were teachers, kind and well-meaning, but living in a world that didn't overlap much with corporate life. I found my way into this work entirely by accident, accepting a graduate role as a business analyst without knowing what a business analyst was, and discovered, only once I was in rooms where things were genuinely stuck, that I have a mind that does something unusual: it sees how complex systems connect, finds the decision hiding inside the complexity, and gets people moving before the meeting needs a third sequel.

 

For over two decades I've delivered business analysis, business architecture and transformation advisory across Australia, New Zealand and the UK, in mining, energy, infrastructure, financial services, fintech, SaaS and government. I've partnered with organisations including Bank of New Zealand, Kiwibank, Aussie Home Loans, O2 and Inland Revenue NZ, working at the intersection of enterprise technology change, strategic roadmap development, and the stakeholder alignment that makes both possible.

 

At an Australian fintech I walked into a standoff between marketing and technology threatening to stall a post-merger integration. No enterprise-level principles existed to arbitrate. I mapped the options and constraints, organised one meeting with the heads of marketing, technology and product, and walked them through it. The call was made in the room. Most organisational deadlock isn't a disagreement problem. It's an information design problem. When people can see the choices clearly, decisions happen fast.

 

I often start by drawing a simple diagram: boxes, lines, stick figures. Visualising a problem space surfaces things not visible from inside any one team. I've used this to catch a critical gap in a Xero integration before a line of code was written, to lift a bank's lending auto-decisioning rate from under 1% to nearly 60% on a $1M NZD budget, and to run a mine sequencing decision across a province in under a day. The pattern is consistent: see the system, name what others walk past, make the decision easy.

 

I'm building toward senior advisory, transformation governance and board-level engagements where complex problem solving, risk-based decisioning and strategic clarity are the brief. If you're a programme director, transformation lead or executive navigating a decision that keeps getting deferred, I'd welcome a conversation.​