Software fails for predictable reasons
And most of them have nothing to do with code.
I’ve seen the same story play out across startups and established businesses alike:
Smart people. Serious budgets. Technically competent teams. And software that still doesn’t deliver the outcome it was supposed to.
The failure usually isn’t execution. It’s that nobody stopped to ask whether the right problem was being solved in the first place.
Most agencies are paid to build. Most consultants are paid to recommend. Very few are incentivized to challenge the assumptions that shape the work.
That gap is where I operate.
2020 - Today
I build intelligent software systems that let growing companies scale operations without scaling teams. Each engagement starts with understanding the business—not the brief—then designing and delivering systems that eliminate bottlenecks. I take end-to-end responsibility: strategy, architecture, and working code.
2011 - 2020
I studied, researched, and taught philosophy at the University of Queensland while undertaking an MA and PhD. My work focused on testing the coherence of theories, understanding how large-scale data shapes decision-making and democracy, and building digital tools to improve critical thinking and reasoning. This period trained me to question assumptions, distinguish symptoms from causes, and reason clearly about complex systems — skills that now underpin every technical decision I make.
2005 - 2010
After completing an MBA and traveling extensively, I worked as a consultant, team leader, and manager with Flight Centre before becoming General Manager of Wicked Campers. I managed over 100 staff across multiple states and countries and grew a $20M P&L at more than 20% year-on-year. This role grounded me in commercial reality: cash flow, operational constraints, incentives, and the difference between theoretical improvements and changes that actually move the business.
1994 - 2001
I served as a Maritime Warfare Officer in the Royal Australian Navy, specialising in navigation and diving. At sea, I was responsible for the safety and operation of a $250M vessel and 175 sailors, often operating under uncertainty and time pressure. Military service taught me disciplined decision-making, accountability for outcomes, and how to act decisively with incomplete information — lessons that still shape how I approach risk in software and business.
Fun and games here