Director · Enterprise Transformation & Architecture
I help complex, regulated organisations close the gap between what strategy promises and what operations can reliably deliver — through governance that holds, architecture that guides, and transformation that outlasts the programme.
I'm a Director-level specialist in enterprise transformation, architecture, and process governance — with a career built across some of Australia's most complex and regulated organisations: Commonwealth Bank, Westpac, and Cochlear, alongside consulting and technology roles spanning two decades.
My work sits at the intersection of strategy and execution. I'm most useful when an organisation knows where it needs to go but hasn't yet built the governance scaffolding to get there reliably — or when a programme is at risk of delivering change that won't stick.
I bring the rigour of enterprise architecture, the commercial awareness of a strategic advisor, and the pragmatism of someone who has been the sole person in the room responsible for making it work.
I write about the things most transformation frameworks gloss over: what breaks at go-live, why AI operating models fail in regulated environments, and how to design governance people will still be using in three years.
"The gap between strategy and delivery is a design problem."
Designing governance models that survive the handover — federated Process CoE design, E2E lifecycle management, tooling strategy, and control assurance. TOGAF and BIZBOK-grounded, practically applied.
Structuring complex programmes — ERP, operating model, regulatory — so delivery accountability, change governance, and BAU transition are designed in from the start, not retrofitted at go-live.
Designing AI operating models fit for regulated environments: where generic frameworks fail, what control obligations actually require, and how to integrate AI capability with existing governance.
Deep familiarity with APRA, ASIC, ISO 13485, EU MDR, and FDA QMSR environments — enabling governance design that satisfies compliance without becoming a barrier to change.
Turning board-level strategy into operating architectures and governed execution plans — with the commercial literacy to challenge assumptions and the technical depth to design what comes next.
Experienced at CIO, CFO, and board level — communicating complex architecture and governance positions in terms that drive decisions, not just inform them.
Drawing on 25 years inside complex, regulated organisations
I'm available for Director and General Manager engagements — particularly in financial services, medtech, and regulated industries undergoing significant transformation. I work well as a sole contributor or embedded within a leadership team.