Over 40 years of interdisciplinary business leadership; global P&L responsibility, business strategy, transformation, law, technology, and operating performance, spanning Fortune 100 companies, private capital-backed ventures, and high-growth organisations in the technology, sustainability, financial services, and professional services sectors. My experience on risk, remuneration, and governance committees enables me to make meaningful contributions to both strategic direction and oversight. As a Non-Executive Director and member of the third team, I provide decision support and experience to boards and CEOs during times of transition, complexity, or growth, supporting performance at the highest levels. I’m often brought in when organisations are scaling, evolving their governance, or facing a critical moment that requires calm, high-trust leadership. Boards today must move beyond static oversight to agile foresight. They need to sense weak signals, adapt quickly, and govern with both resilience and vision. I help executives and directors reframe risk as a strategic opportunity, challenge outdated assumptions, and apply systems thinking to decision-making. My approach integrates strategic foresight, organisational psychology, and performance coaching, providing a balanced view that supports long-term value creation. While I’m a qualified lawyer and Fellow of the Governance Institute of Australia, my focus is on the business levers that drive sustainable performance. I utilise my legal and commercial expertise to foster clarity and accountability. This is a foundation for making stronger, faster decisions.