A career spent close to the decisions that matter.
I have spent my career leading through technology, transformation, organisational change, and the very human realities that sit underneath all three. A consistent thread through that work has been supporting women to lead with greater authority without asking them to become someone else to be taken seriously.
I founded Executive Excellence Group in 2018, drawing on senior leadership experience across technology, consulting, and the public sector in Australia and the United States.
Across those roles, the work has changed. The questions underneath it have been remarkably consistent: who decides, what gets prioritised, how leaders behave under pressure, and whether the systems around them make good leadership easier or harder.
I have also spent much of that career mentoring, sponsoring, and developing women in technology and leadership. That work is not separate from my thinking about leadership. It is one of the places where the gap between capability, credibility, and recognition becomes most visible.
Built from different lenses.
The perspective behind my work comes from operating across technology companies, advisory environments, government, boards, and transformation programmes where the stakes are real and the accountability is high.
Senior leadership across Asia-Pacific and Japan, working at the intersection of technology, customers, and organisational change.
C-suite advisory work with executives navigating technology strategy, transformation, and high-stakes decisions.
General management across advisory, consulting, and product in a government and defence technology environment.
Digital Innovation and Customer Solutions for Australia and New Zealand, alongside broader leadership work across Asia-Pacific and Japan.
Non-executive director experience across social enterprise and start-up environments.
Leadership is personal. It should never become performative.
I started this work because I kept meeting leaders who were more capable than the room gave them credit for. They were believing the room, not their own experience. The frameworks exist because capability, on its own, is not enough. Credibility is structural. And structures can be changed.
I believe credibility is built through the alignment of who you are, what you are capable of, and how consistently those things show up in the decisions you make.
I would rather be authentic and capable than perform confidence I don't feel.
It helps you lead better, it helps you grow more, and most importantly, it helps you focus on the work, not how you appear doing the work.
Capability was never the missing piece.
I have spent years working with women in technology and senior leadership who are highly capable and still receive advice that asks them to perform confidence, soften themselves, or wait until they feel ready. I am interested in a different question: what would change if we stopped treating the individual as the problem?
Different formats, one throughline.
Today, my work spans advisory, leadership development, writing, speaking, and the ideas I continue to test in each of those environments.
Executive Excellence Group
My advisory firm, focused on transformation, operating models, AI governance, executive alignment, and the human systems behind successful change.
EXCEED Leadership
The leadership development I wish had existed earlier in my own career: individual contributor to manager, manager to executive, and executive to excellence.
Writing
Rewriting Leadership Norms and The Credibility Brief are where I explore leadership, credibility, transformation, and the future of work in public.
Speaking
Keynotes and executive conversations designed to leave people seeing the work in front of them differently.
You Were Never Behind.
A book about authenticity, capability, performance, and the leadership advice we need to rethink. Expected 2027.
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