Executive leadership
Product and technology leadership through change
This page is for CEOs, boards, investors and the people who advise them. It sets out the kind of leadership mandates my experience fits, and the evidence behind it.
Mandates my experience fits
- CPTO leadership, where product and technology need one accountable owner.
- CPO leadership, including portfolio strategy and product operating models.
- CTO leadership, from platform and architecture to a large distributed engineering organisation.
- Organisational transformation that the business has to keep running through.
- Leadership transitions, when a team needs steadying and a successor needs room.
- Complex product portfolios that have grown through acquisition.
- Technology integration after an acquisition.
- Executive advisory, where the CEO needs a sounding board and not a new report.
The evidence
I am VP Product at MRI Software. Before that I was CTO and CIO of Domain Group, where the technology organisation grew from 48 to 230 people with a $45M budget, and I led the technology elements of the separation from Fairfax that supported the ASX listing. I was divisional CEO of Wilbur. At Fairfax I helped centralise a 170+ person product and technology organisation and led the launch of digital subscription products that created more than $60M in incremental annual subscription revenue in the first two years.
At MRI Software I initiated the acquisition of PropTech Group (ASX:PTG), took part in the full due diligence and led the onboarding. It was announced in October 2022 at an implied equity value of about A$93.4M, and MRI’s share of Sales CRMs in Australia went from roughly 8% to roughly 45%. I led the turnaround of an APAC SaaS product at MRI with more than $19M in ARR, got Wilbur to CPS234 compliance and ISO 27001 certification, and I redesigned product and engineering across APAC for a $6.2M saving over three years.
I combine product strategy, technology architecture and commercial accountability, and I still build software myself. I am as comfortable in the boardroom as in an architecture review. If a mandate looks like one of the above, I am happy to talk it through.
Where I have done this
Platform separation and scale
Building the technology organisation behind an ASX listing
The separation supported Domain’s ASX listing and left the business with the scale and capability to operate and grow independently.
Acquisition
Bringing an ASX-listed PropTech company into MRI Software
MRI Software announced a scheme of arrangement in October 2022 at A$0.60 cash per share, an implied equity value of about A$93.4M. The acquisition completed in February 2023. MRI’s share of Sales CRMs in Australia went from roughly 8% to roughly 45%.
Insurtech turnaround
Turning around Wilbur, a claims technology business
Product delivery restarted, enterprise customers were secured and commercial momentum returned. Wilbur achieved CPS234 compliance and ISO 27001 certification.
What I have written about this
Related
Let’s talk
Tell me what isn’t moving.
No pitch deck required. A little context about the business, the constraint and what you have already tried is a good place to start.