Boards don't just need oversight — they need foresight.

Boards don't just need oversight —
they need foresight.

Advisory Board Impact

Start a board conversation

Boards don't just need oversight — they need foresight.

Advisory Board Impact

Core Proposition

Combining governance, execution, founder velocity and top-tier M&A fluency. From practising corporate law with MinterEllison, BT (London) and Telstra — to building and exiting software ventures — I have fluency in value creation from legal, commercial and technological perspectives.

I combine governance discipline, founder execution velocity, and top-tier M&A fluency.
Having practised corporate law with MinterEllison, BT (London) and Telstra — then built and sold multiple software ventures — I understand value creation from both sides of the table: legal, commercial, and technological.

AI & Digital Transformation

AI & Digital Transformation

M&A + Capital
Strategy

M&A + Capital
Strategy

IP Commercialisation
& Data Monetisation

IP Commercialisation
& Data Monetisation

Strategic Risk
& Governance

Strategic Risk
& Governance

Stakeholder
Alignment & Culture

Stakeholder
Alignment & Culture

Digital Sales and Marketing

Investment Readiness & Due Diligence

Turning IP & Data
into Revenue.

Turning IP & Data
into Revenue.

Valuation and defensibility

Valuation and defensibility

Valuation and defensibility

✓ Protect and position IP and proprietary knowledge for M&A or capital events

✓ Protect and position IP and proprietary knowledge for M&A or capital events

✓ Capture processes, data sets and frameworks that drive innovation

✓ Capture processes, data sets and frameworks that drive innovation

Strength: spotting latent value early.

Strength: spotting latent value early.

Strength: spotting latent value early.

✓ Sales and business model architectures to scale EBITDA
✓ Using insights to advance scalable and saleable assets

✓ Sales and business model architectures to scale EBITDA
✓ Using insights to advance scalable and saleable assets

Former top-tier corporate lawyer (MinterEllison): deep M&A and IP know-how

Former top-tier corporate lawyer (MinterEllison): deep M&A and IP know-how

Serial founder with multiple exits;
practical operator empathy

Serial founder with multiple exits;
practical operator empathy

Certified Chair
Balances growth ambition with disciplined governance

Certified Chair
Balances growth ambition with disciplined governance

Capital strategist >$25M raised; cross-border transactions delivered

Capital strategist >$25M raised; cross-border transactions delivered

Board Interests

SaaS

Board Interests

AI

Board Interests

Data Solutions

"Governance should be a growth engine, not a brake."

"Governance should be a growth engine, not a brake."

"Governance should be a growth engine, not a brake."

If the mandate is growth with discipline, I will help install the rhythm.

If the mandate is growth with discipline, I will help install the rhythm.

If the mandate is growth with discipline, I will help install the rhythm.

Global perpsectives
APAC, UK, USA, EU

Global perpsectives
APAC, UK, USA, EU

Founder operator lens:
build, scale, exit

Founder operator lens:
build, scale, exit

Board & advisory fluency
Metrics with governance

Board & advisory fluency
Metrics with governance