Selected work

Change is only useful when it lands.

These are not pristine consulting engagements. They are messy operating situations with real customers, real commercial pressure and people whose working lives depended on how it went. Company detail is kept to what is already public; the pattern of the work is what matters.

CASE 01

SaaS turnaround

Restarting a product organisation that had stopped shipping

Situation

A technology division within an InsurTech business had strong market potential, but product delivery had stalled and commercial confidence was fading.

Problem

The organisation needed more than a new roadmap. It needed clear ownership, a credible delivery rhythm and the trust of customers and the wider business.

Approach

I reset priorities around the few outcomes that mattered, rebuilt the product and engineering operating rhythm, strengthened security leadership and stayed close to enterprise customers while delivery recovered.

Outcome

Product delivery restarted, enterprise customers were secured, commercial momentum returned and CPS234 Compliance and ISO 27001 certification were achieved with the company’s first CISO function established. The work supported a business with a $160M+ revenue base.

CASE 02

Product and engineering transformation

Improving capability while changing the cost base

Situation

A regional software portfolio had grown through scale and acquisition. Product and engineering capacity was fragmented, and the operating model made consistent execution difficult.

Problem

The transformation had to improve delivery and simplify the organisation while also producing a materially better cost base. Neither objective could come at the expense of the other.

Approach

I redesigned how product and engineering worked across the region, clarified accountability, consolidated delivery capability and transitioned 82% of development and QA capacity to our GDC in India.

Outcome

The new model improved delivery capability and produced $6.2M in savings over three years, while creating a stronger base for AI-enabled product and operating workflows.

CASE 03

Platform separation and scale

Building the technology organisation behind an ASX listing

Situation

Domain was moving from a division of Fairfax into a standalone listed company while its digital business and technology demands were growing rapidly.

Problem

Technology had to separate cleanly from the parent company, support continued growth and stand up as a capable organisation in its own right, all at the same time.

Approach

I led the technology elements of the separation, managed a $45M budget and grew the organisation from 48 to 230 people, building the platforms, teams and operational capability required for independence.

Outcome

The separation supported Domain’s ASX listing and left the business with the scale and capability to operate and grow independently.

CASE 04

Product-led transformation

Turning digital disruption into a subscription business

Situation

Fairfax Media was navigating a structural shift from print to digital across some of Australia’s best-known news brands.

Problem

The company needed to extract more value from digital products, introduce paid subscriptions and bring previously distributed product and technology capability together.

Approach

I helped centralise a 170+ person product and technology organisation and led the launch of digital subscription products across The Sydney Morning Herald, The Age and The Australian Financial Review.

Outcome

The products created more than $60M in annual subscription revenue and gave the organisation a repeatable digital product capability during a period of intense disruption.

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.

Start a conversation

Looking for the thinking behind the work? Read my writing →