As the founder of Data Tiles (www.data-tiles.com), I lead a trailblazing company at the intersection of data, AI, and sustainability, driving both innovation and measurable business outcomes. My role encompasses more than leadership—I actively guide sales strategies, foster client relationships, and shape a compelling go-to-market approach that aligns with our mission to transform how businesses manage, process, and utilise data.At Data Tiles, we deliver solutions like Latttice and Chattterbox that empower organisations to unlock the value of their data while championing sustainable practices to reduce the carbon footprint of digital operations. By collaborating closely with clients and decision-makers, I ensure our solutions are tailored to their specific needs, demonstrating the ROI of adopting modern AI and data platforms.A core part of my role is driving revenue growth and client success, developing strategic partnerships, and accelerating adoption of our innovative platforms. I focus on aligning our solutions with client challenges, ensuring they address both technical and business pain points. These efforts have resulted in significant growth opportunities and positioned Data Tiles as a trusted partner in the data and AI ecosystem.Through our green initiative, Greeen Data (www.greeendata.com), we advocate for a sustainable and responsible tech ecosystem. My commitment to sales leadership and client-centric solutions drives our broader mission of integrating technology, sustainability, and business growth.With a strong focus on innovation, strategic partnerships, and sustainable data practices, I’m committed to leading Data Tiles in making a lasting impact—not just in business success, but in redefining how tech companies can contribute positively to the planet and improve people’s lives.

As a transformative leader, I led the evolution of a traditional system integrator into an IP-led services organisation, driving innovation in data, analytics, and AI. My work focused on strategic IP development, highlighted by the invention of AWS Athena Data Connectors for 3rd Party Applications, enabling multi-cloud and hybrid integrations. This innovation culminated in a successful IP acquisition by AWS in 2022, a significant commercial milestone.I advanced data mesh as a discipline, enabling organisations to seamlessly search, secure, and share data products across diverse environments. By leading global teams, I oversaw the design, development, and deployment of data mesh solutions, which have been widely adopted. Additionally, I established key partnerships, achieving invite-only strategic partner status with AWS in just 12 months.A key focus of my role was building and scaling the sales function. I developed a comprehensive sales strategy, recruited top talent, and implemented advanced tools (e.g., Salesforce) to enhance sales efficiency. I created training programs to equip the team with expertise in data mesh technologies, empowering them to effectively communicate the value proposition. These efforts drove market penetration, increased revenue, and supported a successful capital raise.Beyond product innovation, I led initiatives to enable the consulting practice and enhance customer success, ensuring exceptional service delivery. Through cross-functional coordination across engineering, marketing, business development, and consulting, I bridged the gap between innovation and execution.

As the leader of the APJ Data, Analytics, & AI Specialist Sales Team, I was responsible for driving growth and strategy across five diverse geographic regions—India, Japan, Southeast Asia, Australia, and New Zealand—reporting directly to global leadership in Seattle. My role encompassed building and scaling high-performing teams, driving market strategies, and aligning operations to maximise customer impact and AWS adoption.I spearheaded the development of go-to-market (GTM) strategies, both regional and local, for analytics products and services, ensuring alignment with professional services and global initiatives. A key focus was building and strengthening GTM teams across sales, solution architecture, product, and partnerships in each region. I defined the customer and partner segmentation approach, ensuring targeted investments and scalable growth opportunities.In collaboration with key stakeholders, I established operational models and alignment mechanisms between critical teams, including sales segments, solution architects, professional services, growth teams, prototyping, and partnerships. To ensure measurable success, I introduced KPIs and operational metrics to assess team effectiveness and business outcomes.I led the development of a regional partner strategy, enabling AWS to scale efficiently across APJ by fostering strong partnerships and leveraging them to enhance customer success. Additionally, I worked to improve cloud and service maturity across the region, helping customers adopt AWS services through tailored offerings.A significant part of my role involved mentoring and scaling the team, empowering them to drive impact for our customers. I championed GTM activities to establish brand eminence and market presence, while improving process efficiency across all regions.

In November 2017, Deloitte Consulting acquired CBIG Consulting Pty Ltd and CBIG Singapore Pte Ltd, a startup I founded. Following the acquisition, I was appointed as a Partner within Deloitte’s Analytics & Consulting Practice, focusing on Data & AI. My role centered on integrating CBIG’s operations, expanding market impact through the Data.Xn brand, and driving innovation in data and analytics.I successfully managed the seamless integration of CBIG’s operations into Deloitte across APJ, prioritising cultural alignment, staff retention, and operational synergy. Key responsibilities included ensuring business practice alignment, market strategy development, maintaining high staff morale, and overseeing the professional development of employees during the transition.

In early 2013 I was approached by CBIG in the United States as they looked to expand their business outside the US. At the same time I had identified a gap in the market in regards to big data implementations and I believed I had the approach to plug that gap. Acquiring a North American brand was also a consideration in teaming with CBIG. So I acquired the rights for the APAC region and established CBIG Australia and later CBIG Singapore. In addition, satellite offices were established in London and Auckland to service clients in those geographies, and I negotiated to extend the rights to cover EMEA.As with any start up, the business was boot strapped, starting with 1 employee, and over the life of the company grew to 55 people across the APAC region, and was acquired by Deloitte Consulting in 2017.CBIG was a niche player in the big data and AI space, but operated in a wider analytics discipline, providing services from data engineering through to data science, always innovating and operating at the edge. Hence CBIG was recognised through several awards over the life of the business.

At Suncorp, my role began as a consultant tasked with reviewing a challenged Business Intelligence (BI) project and providing strategic recommendations to bring it back on track. This initial mandate evolved into a Big Data Solution Architect role, where I defined and executed a transformative big data strategy designed to support customer interactions over a three-year horizon.I spearheaded the development of a unique approach to business intelligence delivery, combining big data design patterns with traditional BI data sources. This innovative solution not only addressed the immediate challenges but also served as a catalyst for change across processes, technology, and people within the organisation.Key Achievements:- Revitalized BI Project: Delivered actionable recommendations to overcome project challenges, resulting in a streamlined and effective BI implementation.- Defined a Big Data Strategy: Established a clear, scalable strategy to enhance customer interactions and business insights over the long term.- Innovation in BI Solutions: Introduced hybrid big data and BI design patterns, setting a new standard for how the organization leveraged data for decision-making.- Change Agent: Fostered transformation across organizational structures, aligning technology and processes to support a data-driven culture.

Following the financial crisis, CBA made the conscious decision that all data for Finance and Risk needed to be acquired to a single repository, available to the business in an agile and transparent manner, providing a greater understanding of the origins and definitions of data, and ultimately have this data reconciled to the general ledger.My stream was responsible for the definition of the data required, and the delivery of additional capabilities of self service analytics, business rules management, and data lineage, to provide the agility and transparent required by the business units.

CSC is a significant provider of outsourced information technology solutions to many of Australia’s blue-chip clients, including BHP, Rio Tinto, Bluescope Steel, and AMP.CSC had two significant programmes of work that required leadership to ensure success. The first was the outsourcing of CSC’s own Payroll division to an external supplier, and the second was the development and deployment of a Procure To Pay (P2P) model across the CSC enterprise, allowing CSC clients to electronically submit requests for services, through to the receipt of an invoice for those services.

IAG is the largest insurance company in Australia/New Zealand, including brands such as NRMA, CGU, SGIC, SGIO, State Insurance, and New Zealand Insurance.IAG traditionally have numerous transactional banking relationships. A tender process was undertaken to select the bank(s) to supply Treasury, Receivables and Payments Processes to IAG. As a result of the tender process, NAB was selected for Treasury and Receivables Processes (Receivables) and ANZ for Payments Processes (Payments).The benefits from rationalising transactional banking arrangements, including reducing the number of banking relationships, and introducing new banking functionality were significant. The project upgraded current banking processing procedures by utilising available banking expertise, and / or improving internal processes as a result of improved banking systems and technology. This provided cost effective transactional banking services, efficiency improvements, and regional scalability.Responsibilities:- Development of the business case to support the initiative.- Development of the Request for Information (RFI), and Request for Proposal (RFP)- Programme Management of the technology workstreams covering direct debit, BPay, cheques, cash, direct deposit, and credit cards (batch and real time)- Schedule development, risk mitigation, change control, issue management, stakeholder management.- Vendor Management including ANZ and NAB.- Responsibility for 50 FTE’s across the relevant, across Australia and New Zealand.- Budget responsibility of AUD$15m

Development and execution of a Shared Services Strategy for IAG in consultation with business units, and in synergy with the business and information technology strategies.Development/Delivery responsibility for the SAP, Business Intelligence, Procurement, Learning Management Systems, Reinsurance, Internet, and Intranet solutions.Line management responsibility for 75 FTE’s.Relationship management with the relevant business units i.e. Personal Insurance, Commerical Insurance, Reinsurance, CFO, HR, Culture & Reputation, Fraud & Security, and Research & Development (Actuary)P&L responsibility for the Shared Services division, with a development budget of AUD$25mVendor management, contract & solution negotiationProgramme Management.Strategic Roadmap development for technology direction/architecture for the Shared Services environment, including SAP, Business Intelligence, Intranet, Internet, E-Learning, Reinsurance Systems, Banking Platforms, Human Capital Management and Security.Architecture and Infrastructure responsibility in conjunction with Group Technology

Optus is the second largest provider of telecommunications services in Australia, solely owned by Singtel, headquartered in Singapore. As such, Optus has a significant investment in data and information assets, which service a variety of customer facing business units. These assets are viewed as mission critical. Due to the fast paced and ever changing nature of the telecommunications market, these assets are under extreme pressure to deliver a variety of information in a timely fashion.Responsibilities:- Development of an engagement model between the information technology group and the various business units.- Strategy development for the Information Management Group, developing a roadmap for the relevant information assets.- Programme Management for a variety of projects ranging from AUD$1m through AUD$20m, across all business units.- Vendor management, especially management of outsourcing vendors such as Satyam.- Solution and Architecture Design- Resource Management including FTE’s, contractors and vendors.- Commercial Negotiation

This role was responsible for the diversification of the Business Intelligence Practice. The existing practice was heavily focused on SAP and SAP BW technologies. For continued growth, the practice required diversification into a number of leading business intelligence solutions. This required the development of service offerings, engagement models, educations services, alliances, and organisational structure.

As a key member of the senior management team, reporting to the COO – Asia/Pacific, this role is responsible for the creation of the Digital Intelligence practice for Asia/Pacific. General responsibilities of this position are outlined below as well as a selection of the programmes of work that this practice delivered.

Reporting to the Director of Information Architecture for Asia, this role was directly responsible for the strategy, design, and implementation of a data warehouse division to support tactical and strategic operations, directly aligned to a regional SAP rollout across 11 countries.

In 1994 I recognised a need in the market to provide competitive services to A.C. Nielsen in the consumer-packaged goods industry. Info-Fusion had tremendous success, and was successfully sold to another organisation.

- Creation of a trade marketing department, and the collateral to support that department.- Design and build an information management system integrating A.C. Nielsen data, with internal and other external information.- Implement a field force collection system via an independent third party for the collect of causal data at store level, and overlay with scanning information, from the same sources.- Category Management support to the sales force at a customer head office level, and store level.- Design and build an automated category review delivery system for knowledge sharing between Pepsi-Cola and its customers.- Provide direction in the analysis required to effectively monitor Pepsi-Cola’s business

- Successfully exceeded personal budget requirements every year- Serviced a client base (13 clients). Included data analysis, presentations, service expansion, and service enhancement.- Acquire new business, via traditional business development techniques