The responsibility for the whole business
A chief executive must connect the commercial opportunity with people, finances and the organisation’s ability to deliver. The responsibility includes setting direction, making difficult choices and developing a leadership team capable of taking the business forward.
As Managing Director, CEO and Board Director of Open Colleges, I led a private equity-owned turnaround involving operating-model change, leadership renewal, revenue growth and financial recovery ahead of an exit.
My Co-CEO and acting CFO responsibilities at ASX-listed Gooroo added experience of technology commercialisation, financing and listed-company governance. Multi-business work at Open Universities Australia further developed my portfolio and P&L perspective.
“His ability to strategically see ahead, then execute and operationalize is amazing.”
“His accomplishments span across finance, IT, marketing and sales, bringing to each a rigourous, robust accountability with foundations firmly grounded in digital. His accomplished leadership and influencing skills have made a profound impact both at a senior executive level but also at a cultural level across the entire organisation – which is the true mark of the man.”
Selected excerpts from LinkedIn recommendations · View my public profile
The chair’s contribution
A chair helps the board focus on the decisions that matter, supports constructive challenge and establishes a productive relationship with the chief executive. Clear mandates and reliable information are essential to that work.
My corporate and advisory chair experience informs how I work with founders, investors and leadership teams on strategic direction, governance and the demands of growth and change.
Executive and chair responsibilities are distinct. Experience of both improves understanding of the information, accountability and trust needed between management and the board.
Regional and investor relevance
For investors developing an ANZ or APAC platform, enterprise leadership requires sensitivity to local markets and the wider portfolio. The leader must connect regional execution with ownership’s expectations of performance and value.
My background brings Managing Director and Operating Partner perspectives to that relationship, including international commercial operations, private equity turnaround and current portfolio work.
Growth, turnaround and leadership transition
These situations place different demands on the business. Growth requires repeatability and capacity; turnaround requires control and a credible path to recovery; transition requires continuity and confidence in the next leadership phase.
I contribute experience of setting priorities, improving financial and commercial visibility, aligning the executive team and strengthening the organisation’s capability to deliver.
I welcome a confidential discussion of the business and the mandate, with consideration of responsibilities and existing professional commitments.
Chair and advisory-board experience
I am the current Chair of MANA and BEING. My past chair appointments include Sprout, International House Sydney Training and PBL Education, alongside former Advisory Chair roles at InvestorGate and Vimbal.ai. These appointments sit within my ROI.Partners portfolio, separately from my executive career.
These settings involve different responsibilities and business stages. They inform how I work on strategic direction, governance, capital needs and a constructive relationship between owners and leadership. Specific appointment histories are set out in Experience.
Leadership built from the ground up
My leadership journey began with hands-on work, including cleaning toilets, and progressed through finance, commercial and digital roles to executive leadership, board directorships and chair responsibilities. I understand the business from the frontline to the boardroom, and respect the contribution of people at every level.
I can lead as CEO or Managing Director, as CFO, or across other executive functions in commercial growth, digital, technology and transformation. I bring financial discipline, customer insight and practical operating judgement to the whole enterprise, with the ability to move between strategic decisions and the work required to deliver them.