A serving board member and Chief Information Officer for Marsh Risk across Asia & the Pacific. I translate complex technology, data and cyber issues into clear commercial decisions that directors can test, weigh and own.
Every investment, program and transformation I lead starts with one question: how does this help the organisation achieve its strategic objectives?
I have spent more than 20 years leading enterprise technology, cyber security, risk and organisational transformation across multinational organisations in Asia and the Pacific. Today, as CIO for Marsh Risk across two regions, I'm accountable for a US$50 million annual technology portfolio, more than 180 technologists, and the cyber, resilience and regulatory obligations of a business operating across many jurisdictions.
That gives me current, practical fluency in the issues boards increasingly find hardest to test: cyber and data risk, technology investment discipline, AI adoption and its governance, operational resilience, and the people and culture side of change. In the boardroom, I bring that experience as independent oversight, not management.
I tend to look at problems holistically rather than through a technology lens. Much of my work is bringing people together across business units, challenging assumptions and helping diverse stakeholders reach practical outcomes on difficult decisions.
There are many experienced CIOs. Far fewer can turn technology, cyber, AI and data issues into commercial decisions a board can confidently govern. That's the contribution I make.
I start with the commercial outcome, not the system. Whether it's capital planning, modernising legacy environments or introducing new capability, I connect technology decisions directly to strategy, performance, growth and long-term value.
I see risk as something to understand, assess and balance against opportunity, not simply avoid. I help leaders work through cyber, privacy, resilience, AI and regulatory decisions in practical commercial terms, in line with the organisation's risk appetite.
I evaluate enterprise AI platforms, and have built governance frameworks and created secure internal AI environments that encourage innovation while keeping people away from unapproved tools. I also ask why an organisation holds data it doesn't need, and what that exposure means for the board.
My transformation work is about reducing complexity and risk, not adding technology. Rationalising hundreds of applications across multiple countries means understanding how a global organisation runs. For a board, that translates into stronger governance, less cyber exposure and a more resilient business.
Boards need directors who solve organisational problems, not just technical ones. I connect the dots across strategy, people, operations, finance and risk. I balance competing priorities and build consensus around difficult decisions without losing sight of the bigger picture.
An independent school of around 1,200 students. I contribute to the governance of strategy, financial sustainability and educational outcomes.
Mentoring, speaking and opening pathways into technology, particularly for young people and women in tech, has been a constant thread through my career.
An independent perspective, a constructive challenge style and current, hands-on expertise in the risks boards are now expected to govern.
Able to test management's controls, incident readiness and third-party exposure, and translate complex technical risk into board-level decision-making.
GAICD-qualified with serving Finance Committee experience, and executive accountability for a US$50M portfolio, its business cases, benefits and reporting.
Disciplined capital allocation and benefits realisation, including more than US$60M in recurring savings and A$125M in EBITDA improvement.
Hands-on experience deploying generative AI and automation at scale, and working through the policy, ethics, data and workforce questions boards must now govern.
Accountable for resilience obligations across multiple regulatory regimes in Asia and the Pacific.
Able to hold management to schedule, cost and benefit commitments, and to recognise a program in trouble early.
Led enterprise gender diversity and inclusion at Telstra. Brings a considered view on culture, workforce capability and succession.
As Honorary Secretary, deeply familiar with the mechanics of good governance: papers, minutes, resolutions, conflicts and compliance.
Executive roles at Marsh McLennan and Telstra, leading technology strategy, investment governance and large-scale transformation across complex, multi-jurisdiction organisations.
Leads technology strategy, cyber governance and transformation across two regions, reporting to the International CIO. Accountable for around US$50M in annual technology investment (US$35M operating, US$15M capital), about 180 technology professionals and a further 300 cross-functional colleagues, across markets with distinct leadership, regulatory and data-sovereignty requirements.
Led Asia Pacific delivery of the Global Operational Excellence technology program, a global initiative targeting around US$150M in recurring enterprise benefits.
Executive lead for transformation across a A$3.6 billion portfolio, through operating model redesign and cost transformation.
Led a program portfolio for NSW Government, banking, insurance and retail customers representing around A$700M in annual revenue, with 17 direct reports.
Led enterprise diversity and inclusion strategy alongside line accountabilities (2017–2019), recognised with the #TechDiversity Merit Award and the Telstra Excelerate Award.
Earlier roles: Network Services Delivery Manager; NSW Services Delivery Manager (Acting); National Professional Services Advisor, Unified Communications & Collaboration Practice.
The questions I help directors work through, turning complex technology issues into practical governance conversations.
I welcome conversations with Chairs, Nomination Committees, executive search firms and organisations seeking an independent director with deep expertise in technology governance, cyber resilience and enterprise risk.
Board and executive referees available on request.