Sydney, Australia. Updated June 2026.
At work
Supporting my team through a period of real change. The focus isn’t on the change itself. It’s on what comes after: helping each person prioritise what’s most valuable in their role, protecting their time from the noise, and building the conditions for the whole team to scale.
I’m transitioning my own leadership style deliberately. Less executing, more coaching. Less directing, more unblocking. The goal is a team that doesn’t need me to function.
Outside work
Building this site. Writing. Putting myself out there. That one’s its own kind of project.
I also started a YouTube channel. Got a few videos in, then lost the momentum. It’s still there. I’ll get back to it.
I’m deep in figuring out how AI and personal knowledge management tools can work together as a genuine productivity system, not just a collection of interesting apps. Still early. Still learning what actually sticks.
Learning
Recently completed my Agile Change Manager Certificate through ACLI. Change Management as a discipline, not just a phase on a project plan. It’s reshaping how I think about leading teams through change.
ISC2 Certified in Cybersecurity. Mostly putting a formal stamp on knowledge built up across years of working with businesses and technology. In a leadership role with a hand in the SDLC, security can’t be a blind spot. Not to be the expert. Just to know enough to ask the right questions and not slow down the ones who are.
Spending time with AI tooling, not at the hype level but at the practical level: what does it actually change about how I work, build, and think?
Reading
- Atomic Habits — James Clear
- The Resilience Project — Hugh van Cuylenburg
- Never Eat Alone — Keith Ferrazzi (received as a gift years ago. I suspect I delayed reading it because the title does a good enough job on its own.)
Thinking about
Is it the AI that will get us, or will the data centres be our downfall? The optimists are counting tokens. The pessimists are counting megawatts. Not enough people are doing both.
Product managers are trained to build and ship. Getting people to actually change how they work is usually treated as someone else’s problem: marketing, comms, training. Change Management has frameworks built exactly for that gap. Product teams rarely borrow them.
Working toward
More senior leadership. The kind of role where the scope is bigger, the problems are harder, and the accountability runs deeper. I’m building toward that deliberately: through the Change Management study, the leadership transitions I’m navigating with my team right now, and making my thinking public.
Writing publicly is part of it. A point of view that stays private stays untested.