Change Logic is the secret sauce for leaders in search of the holy grail: short term performance and long term growth. I’m lucky enough to work with them to take B2C and D2C companies to the next level, working alongside those leaders with big ambitions to help them turn their companies into the stuff of case studies and business legend.

I founded Subiaco to offer smart and realistic growth consulting for B2C and D2C companies looking to take things to the NEXT LEVEL and go from 1 to X.

I worked with some of the world’s most ambitious people and companies to design and create what comes next. No, I can’t believe how lucky I am either.

I got to spend my days helping the world's most ambitious brands unlock the opportunities of the APAC market (with a special shout-out to China and Japan).Believe me when I say it was as fun, challenging, and brain-bending as it sounds. Clients have included: Columbia Sportswear, L'Oreal, LVMH, YouTube, LEGO, and Kering.

I expanded my China remit to include Japan, and the need for an adaptive leadership style became immediately obvious. Balancing the demands of two wildly different markets under one brand is a challenge every global leader will be familiar with, and this was a big part of the task, with both clients and internal stakeholders. Clients included: Netflix, YouTube, Nike, Hyperice, LEGO, and L'Oreal.

I wanted to live in China for a long time - to contribute to the evolution of a country at such a pivotal moment as it builds a superpower empire is a once in a lifetime opportunity. To do it with AKQA was just astonishing. Here, I got to work with a phenomenally agile, ambitious and knowledge-hungry team to realise the potential of China for brands like Nike, Hyperice, Beats by Dre, Maserati, and Jimmy Choo. When every conversation you have is in the second language of at least one party, you quickly learn patience. And when you live in a country of 1.5 billion people and "influencers" have fanbases larger than the population of your home country, you learn rapidly about competition and scale. I wouldn't trade this experience for anything.

After a couple of years, I was thrilled to be offered the opportunity to run the strategy function for Isobar. I still got to work on problems like those below, but also got to work more and more on scaling our ability to solve these kinds of problems by enabling the astonishingly talented, multi-disciplined and ambitious team. I did this through helping them to build and refine their toolkits and better understand how and when to apply them. Clients included: Jetstar, ANZ, General Motors, Kmart, 7-Eleven

The week I was offered this job I was offered another which paid literally twice the amount as the CMO for a challenger bank. There was a pathway to the board, the office, the works. I chose Isobar because it was unlike anything I'd done. I believe so strongly in the value of staying curious and keeping uncomfortable and Isobar gave me both in spades. I got to work on some incredibly tricky problems like... How can we transform the experience of interacting with a toll road provider and make the brand something people at least *like* rather than loathe?If 97% of all mail is sent business or government to citizen and eStatements are becoming a thing, but the system is set up for letters and not parcels... how do we transform to hit where the world is going?One of the great challenges of mental health issues is that they can't be seen like physical issues can... but what if they could? Could we improve diagnosis *and* social perception?

Together with founders, designed and executed a go to market strategy and roadmap to realise their vision for the business, taking the SAAS startup from R&D to customer-facing product. Of course, like every good startup they have since pivoted massively. My time at Tiger Pistol really drove home the lesson that the saying "all you can do is give it your best" is just a feel-good line. Your intentions and efforts don't matter if you don't get results.

I wanted variety and flexibility... before workplace trends and the gig economy made it an acceptable thing. I worked on a contract and freelance basis in a consultant capacity for brands such as Yelp.com (helping them to set up in Australia), Tourism Queensland (working to rebuild awareness of Queensland as a destination in the aftermath of a natural disaster) and Bauer Media (with Madison Magazine, which is no longer in print - I'm sure I was great, but I doubt my departure caused the closure).

You know how they say where there's a will there's a way? This place was proof. Perhaps I'm alone in this one, but as far as creative fuel goes, I think there's nothing better than a regulated industry. Here, I was responsible the design and execution of a strategy and roadmap to deliver on the ambitions of the digital division of one of Australia's largest banks. Managed a multi-million dollar budget for the delivery of these outcomes. These were those distant days just on the cusp of social media really becoming mainstream though, when it was still an option. I spent way too long convincing way too many people that we needed a Twitter account and shouldn't be shutting down a Facebook Fan Page for a character in one of our TV commercials. Legal wanted us to get their approval and include disclaimer text for every response on our eventual social profiles. I ended up qualifying as financial planner so that legal were comfortable with me personally approving our social responses in real time. This may be where my passion for transforming organisations by working with and not against the rules really started to set in.