About

Most of my career has been spent on consequential decisions where getting it wrong was expensive.

In Queensland Government, I've led the kind of work where the stakes are real: a multi-million-dollar managed service contract spanning four agencies, from defining what was actually needed through to procurement, vendor transition, and embedding the result. My governance and benefits work was held up by independent Gateway reviewers as an exemplar. Earlier, at Transport and Main Roads, I delivered projects that saved over a million dollars a year in one case and $2.4 million a year in another, and I took a business case from $50,000 to a $10 million enterprise system, wrote the 200-page requirements specification myself, and negotiated the contract at the end of it.

I've also seen what kills projects, because I've been brought in to fix them. At one software firm I turned around 40% of the client base, from unhappy customers to genuine partners, mostly by understanding what they actually needed rather than what someone had previously sold them. At another business I cut $250,000 a year in operating costs by rethinking how the work was done, not by buying something bigger.

And I've stayed close to the technology the whole way. I was building Ruby on Rails applications years before it was fashionable, designing automated testing for systems that had never been testable, and more recently doing AI and automation engineering for businesses from local councils to accounting firms. That hands-on grounding is why I can tell the difference between technology that will genuinely help and technology that just sounds impressive.

For seven years I taught Project Management at the University of Queensland, putting more than a thousand students through the realities of delivering technology projects. Teaching something forces you to actually understand it, and it sharpened how I explain decisions to the people who have to live with them.

I've watched a lot of money get spent badly, usually because someone started building before they understood the problem, or because the person they hired had a reason to make things more complicated than they needed to be.

So I work founder-led and on my own terms. There's no sales team, no incentive to upsell you, and no junior handed your project once the contract is signed. The person who understands your problem is the person who does the work. Sometimes that means telling you that you need less than you came for, or that the timing isn't right, or that the answer isn't software at all. I'd rather tell you that honestly and earn your trust than win a bigger invoice and lose it.

That's the whole idea behind Corepoint. Understand first, then optimise, then automate. Do the thinking properly and the technology, AI included, becomes the easy part.