I bring a rare combination to an inflection point: I have been part of the local executive team of a Fortune 50 company, and I have built a business from a spare bedroom to a globally recognised trade sale. Most advisers have done one or the other. I have done both.
At Ingram Micro I led the OEM Division as Australian Group Director — an A$400 million annual budget and P&L responsibility for the marquee vendor portfolio, Microsoft, Intel and IBM among them. In a US$22 billion global organisation, I was one of only two across Australia and New Zealand awarded stock options by the Global CEO.
I then founded Cavalry, growing it from a single bedroom in Sydney to a globally recognised technology company, before my partners and I negotiated its trade sale to Nexon Asia Pacific in 2018. The combined business subsequently attracted majority private equity investment from EQT Partners.
Living the full arc of start, scale, sale gave me firsthand experience of the feelings and mechanics of every stage of the capital cycle. Walking away at the top taught me something rarer: the hardest strategic problem isn’t growth — it’s clarity. Working out what a business, and the person leading it, is actually for.
The road is literal: we live in Panama, spend the Mediterranean season at our base in Corfu, and get back to Australia each year for the people we love — raising and educating our two children as we go.
A select number of engagements each year.
I work with executive teams and founders at genuine inflection points — succession, exit, reinvention, the blank page after the sale. My craft is compression: taking a leadership team from complexity to a single page everyone genuinely believes in. A few leaders, I keep walking with for years afterwards.
By referral.
The Mavericks Convention.
Some of the most important work I do happens not at a whiteboard, but at a table. For more than a decade I’ve gathered a small, curated group of high-capacity leaders — no lanyards, no exhibition halls, no panels saying what the room expects to hear. Deliberately limited in size, deliberately high in trust, and largely the same people returning year after year.
The name carries the thesis: maverick thinking on its own keeps you dreaming; conventional implementation on its own keeps you at the status quo. Leaders who hold both — and are held by a community committed to both — build things that last.
Attendance is by invitation.
Once a year, I write.
One letter, each December, on what the work — and the road — are teaching me. No feed, no frequency, no noise. If you’d like to receive it, write to me and say so.