How I work
Most technology engagements fail because someone jumped to a solution before they understood the problem. I don't do that. The first job is always to understand the business - what matters, what's working, what isn't - before anyone talks about technology.
The best client relationships I've had are the ones where I got to really understand the business - not just the technology situation, but what the business is actually about, who the right people are, and what keeps the leadership team up at night.
I work closely with a small number of clients at a time. This kind of work depends on attention and genuine understanding of the business - not volume.
I'll also tell you when I'm not the right fit. That happens. If the situation needs something I can't provide, I'll say so and point you somewhere more useful.
How this plays out in practice
Sometimes the right move is to walk away from the brief.
A business went to market for a unified communications solution, scoped purely around voice. Several vendors bid. I didn't - because the brief was wrong. Providing voice-only would have been the wrong solution and I said so. The client retendered with a broader unified communications and collaboration scope. We bid on the right brief. We won. The trust built by being straight about the problem was worth more than the original engagement would have been.
That's the standard I hold myself to.
How I think about this work
01
The problem someone brings me is often not the real problem. My first job is to understand the business, what matters to them, and what's actually going on - before anyone goes near a solution. Solving the wrong problem confidently is still the wrong outcome.
02
The most valuable thing I can offer is trust built over time with someone who really knows your business. That's different from a one-off project - it's the kind of relationship that does the most good on both sides.
03
I have no commercial arrangements with technology vendors, MSPs, or implementation partners. My only commercial relationship is with you. If I'm not independent, I'm just another person with a product to sell - and that's not useful to anyone.
Process
No charge. I want to understand what's happening and what's at stake. You want to understand whether I'm the right person. If I'm not, I'll tell you directly and point you somewhere more useful - that happens sometimes and that's fine.
Covering what we're doing, the fee (retainer, day rate, or initiative estimate), confidentiality, IP, and how either of us ends the arrangement. Kept short. Signed before any work starts.
I want access to the right people and information early - not filtered through one contact. For retainer relationships we set up a rhythm that fits your business. For day-rate or initiative work, we'll agree on the schedule as needed.
In plain terms
What you get
What this isn't
Common questions
What's it actually like to work with you?
Direct, but not blunt. I'll tell you what I think, including when I think you're heading in the wrong direction - but I'll do it with some humility and a reasonable amount of humour. I can have the same conversation with your IT team on Monday and your board on Tuesday, and adjust accordingly without adjusting what I actually think.
I'm about outcomes, not contracts. The engagement agreement is there as a safety net for both of us - not a way of working. If something isn't working, I'd rather we talk about it than have either side hide behind a document.
The best way to know if we're a good fit is a conversation. I think of it as a People Like Us test - does the way you work match the way I work? That's more useful than reading a website. If you want to find out, get in touch and we'll work it out quickly.
How do I know if the timing is right to reach out?
If you're asking the question, it probably is. Most people who contact me are sitting on a technology decision or situation that's been nagging at them - a contract renewal, a vendor pitch that doesn't feel right, a strategic question nobody in the business can answer, or a feeling that the technology direction isn't quite right. If that sounds familiar, a conversation costs nothing and usually clarifies things quickly, one way or another.
Do you work with businesses outside Brisbane?
Yes. With the right collaborative tools it works well regardless of location. That said, if you're Brisbane-based I'll generally work face to face - the relationship is better for it and that's how I prefer to operate where I can.
What size business is right for this?
There's no hard revenue threshold. The right fit is a business that's grown to the point where technology decisions have real commercial consequences - and where they see the value in getting independent advice before making them. That could be a mid-market business without a senior technology leader, or an earlier stage business that's scaling and wants to get the technology foundations right. If you're wondering whether it's worth the conversation, it probably is.
Can you evaluate our current MSP without replacing them?
Yes - and that's often the outcome. Sometimes the provider is fine but the contract is unfavourable. Sometimes there are gaps that can be fixed without switching. I'll tell you what I find and you decide what to do with it.
Where do you hand off in an AI or technology project?
At the delivery threshold. I find where the opportunity is, frame it commercially, and help you engage the right people to build it. I don't implement or configure technology. Once the right partner is engaged and the brief is clear, I step back - or stay involved in an oversight role if that's useful.
Do you work alongside existing CIOs, CTOs, or technology teams?
Yes. Not every engagement is about filling a gap - sometimes a technology leader just needs additional bandwidth, a trusted peer to pressure-test something they're working through, or an independent view they can't easily get internally. I've been in that seat and I know how useful it is to have someone in your corner who understands the commercial and technical context without needing a full briefing. If that's the situation, it's worth a conversation.
Do you work with MSPs and technology consultancies?
Yes. I've been on that side of the table - I know how the commercial model works, where the margin is, and what good looks like. If you run a technology business and want an outside perspective on how it's working, that's a conversation worth having.
Do you recommend specific vendors or partners?
I don't have commercial relationships with any vendor or partner - no referral fees, no preferred supplier arrangements, nothing. What I do have is 20 years of market experience, which means I can give you a view on who's credible, who to be cautious of, and where the gaps usually are between what's pitched and what's delivered. That's experience, not a commercial arrangement - and it's a meaningful difference.
Start here
No charge, no obligation. If I'm not the right person I'll tell you directly.