Boards are now accountable for AI systems that few of them can meaningfully interrogate, under a duty of care that makes no allowance for technical complexity. I bring that capability into the room, with sixteen years of executive responsibility for operations, workforce and technology change underneath it.
AI has moved from an operational matter to a directors' duties matter. Management brings the board an assurance, and the board has no independent basis on which to challenge it. That is not a skills shortage in the abstract. It is a live exposure sitting in the risk register of most Australian organisations right now, and it is widening faster than board composition is changing.
My contribution sits on two axes. The first is specialist: informed challenge on AI adoption, data governance, technology risk and the regulatory environment forming around them, including the ability to test what management puts in front of the board rather than receive it. The second is generalist: national profit and loss accountability, enterprise systems implementation and workforce transformation, which is the lens through which a strategy either survives contact with an organisation or quietly does not.
I am most useful to boards where mission carries real accountability to the people served. Not-for-profit, public sector and purpose-driven organisations are making irreversible technology decisions with less resourcing and more scrutiny than the private sector, and with far less margin for getting it wrong.
Self-rated, with the evidence attached rather than asserted. Select any domain to see what sits behind the rating. Where the evidence is thin I have said so, because a candidate who rates themselves deep on everything is not telling you anything.
Not-for-profit board. The Foundation was established in memory of Tom Ashmor, carrying forward his curiosity, generosity, and belief in the power of education to change lives. It invests in school infrastructure and gives schools the opportunity to embed AI and technology skills. Key organiser of the Foundation's launch and its fundraising campaign.
Appointed expert to the peak body for governance and risk professionals in Australia. Developed and facilitates the AI Controls and Assurance and AI Essentials for Governance Professionals courses, contributed to the Institute's agentic AI white paper, and works on AI policy recommendations for members.
Statutory director duties including financial oversight, solvency, risk and compliance. Scaled to a team of four and approximately $500,000 revenue in the first year.
Industry peak body membership, with visibility of policy positioning across the Australian technology sector.
Founded an AI ethics, governance and organisational change consultancy serving public sector agencies, not-for-profits and mid-sized mission-driven organisations. Accountable for strategy, commercial performance, regulatory relationships and delivery. Engagements include the Fogarty Foundation and the Governance Institute of Australia. Scaled to a team of four and approximately $500,000 revenue in the first year.
Member of the executive leadership team, with ten or more direct reports across client service, new business and delivery, and primary client escalation for McDonald's, Toyota, Miele and Wella. Held the national profit and loss, accountable for staff budgeting and cost management, and advised the regional commercial finance, people and culture, and technology functions. Led the workforce strategy including offshore capability in India, Thailand and New Zealand, and the enterprise resource planning implementation that integrated two acquisitions into the Digitas portfolio. Operated within organisations of up to $60 million revenue and 450 or more staff.
Progressive roles from senior project manager to national Executive Director of Operations, 2018 to 2021. Held the national profit and loss, accountable for staff budgeting, cost management and financial forecasting, and sat on the executive leadership team. Led the custom enterprise resource planning implementation across three Dentsu brands, spanning resource management, timesheeting, contract and financial compliance, revenue recognition and reporting, as principal contact between the brands and technical partners at local and regional C-suite level.
A board that cannot interrogate its own AI systems is not exercising oversight. It is receiving assurance.
Happy to have an exploratory conversation with a chair or nominations committee. A formal board CV and referee contact details are available on request.
Items shown in dashed purple are placeholders awaiting confirmation and should be resolved before this page is shared. A conventional two-page board CV is available as a separate document for formal applications and search firm submissions.