G’day,
I’m Dave

I’m a military officer turned MBA, turned philosopher, turned software architect. I’ve led organisations with hundreds of staff, managed 8 figure P&Ls, and built large-scale commercial systems.

An unusual path but one that taught me to connect why to how and what.

When software becomes an anchor rather than an asset, the problem is rarely what it appears to be. The codebase isn’t the issue — the gap between how the system was built to think and how the business now needs to move is. That gap accumulates quietly, decision by decision, until the software is running the business instead of the other way around.

That’s the problem I find interesting. Not because it’s technically complex — although sometimes it is — but because it sits in the space most people avoid: between the engineering team’s reality and the business leadership’s ambition. Neither side is wrong. They’re just speaking different languages, and the cost of that mistranslation compounds every quarter.

Most of my work starts with a simple question nobody in the room has asked plainly: what is the software actually preventing us from doing? The answer is almost always more interesting — and more fixable — than anyone expected.