Strategic oversight
for high-stakes boards.
Twenty years inside large, complex organisations and building companies from nothing. Operator's instinct. Founder's stake. Board-level perspective.
Strategy without execution is theory. Execution without strategy is noise.
Twenty years operating at both ends of the business spectrum — inside large, complex organisations and building companies from nothing. That combination is uncommon, and it is where the value sits.
A corporate career across Vodafone, Salesforce, NewsCorp and Transport for NSW. Digital strategy, enterprise architecture, large-scale transformation. Australia and the UK. Fifteen years in Sydney shaped the approach: commercially disciplined, delivery-focused, built around outcomes rather than theory.
A second career as founder and CEO. Co-founded bluez.io in 2018 — tripled in size, acquired by FLO Group. Now CEO of FLO, backed by Rockaway Capital, leading an international operation across Europe and Australia. Clients include Erste Group, Porsche, Heineken, Fortuna Entertainment Group and Domain.
As a founder and owner, every strategic decision carries personal consequence. That sharpens judgement in ways a management role rarely does.
What most boards are missing is not more strategy — it is someone who has built and delivered across markets. This is where I come in.
A perspective shaped by two decades on both sides of the table.
Built and scaled operations across Europe, Australia and the UK — navigating different regulatory environments, buyer behaviours and organisational cultures. I understand what international expansion actually costs, and what it takes to make it work.
Not as a technology evangelist, but as someone who has delivered transformation at enterprise scale and built companies around it. I know where transformation creates value and where it destroys it — and I can tell the difference early.
Built businesses under commercial pressure with personal capital at risk. I understand what founders need from a board — and what boards often miss when they have never built anything.
Board-level strategy is only valuable if it connects to how a business actually operates. I have led both — from ownership-level strategic decisions to the operational reality of delivering across multiple markets.
Two decades working on how businesses engage customers — across brand, technology, data and commerce. I understand what modern CX requires at an organisational level, not just as a service offering.
As a CEO with institutional investors and a complex ownership structure, I operate where stakeholder management is business-critical. I bring that experience to any governance conversation.
Trust goes both ways.
Board membership for equity.
Meaningful time and expertise to companies where the trajectory is right and alignment matters. Equity ensures investment in the outcome, not just the conversation.
- —Non-executive director or advisory board role
- —Long-term strategic partnership
- —Full network across Europe and Australia
- —Suited to scaling, market entry, transformation
Paid advisory & board services.
When equity is not the right fit, structured advisory engagements on retained or project basis. The quality of involvement is the same — the structure differs.
- —Retained strategic advisor
- —Board observer or independent director
- —Specific-project advisory: entry, transformation, M&A
- —Executive team challenge and coaching
Selective about where I commit time.
If you are building something with ambition and believe outside experience at board level would make a difference — reach out directly.