Once an engineer, always an engineer.
I traded creating software for creating solutions, and the teams that build them.

It's hard to put a traditional label on the roles I've played. Most of my time writing code was as a front-end engineer, but I bounced around back-end, devops, UX and product too. Wherever there was a gap, or a problem with fuzzy edges, that's where I've gone. I've often described myself, tongue firmly in-cheek, as a "full hack" developer, rather than full-stack.

That didn't stop when I moved off the code and into leadership. In fact, I made that move to close a gap I kept running into. Engineering leaders who couldn't give business context to engineers in a way they could parse, and equally couldn't advocate for engineers who needed someone who knew how to make a compelling business case.

I think of myself as a swiss army knife. I know enough, about enough, that I know what's needed and can paper over gaps in the short term.

I write about two things: people and emerging tech (right now, that means AI). Particularly, I write about how those two things mix, or don't, as the case may be.

Engineering teams aren't black boxes where input === output. Engineers are distinct personalities, and understanding what drives their behaviour and engagement is the difference between a team that ships and one that stalls. Most leadership discourse glosses over this.

On AI and other emerging tech, I try to offer a pragmatic, grounded perspective. No hype. No fear. I want to find what's useful and beneficial to teams operating in the real world, with the perspective of someone who understands the technology and leads the people building with it.

I write to share ideas worth thinking about, and to give people language for things they already know but haven't said yet.

Based in Melbourne, Australia. Outside of work I'm fortunate to have a family to love and be loved by. I spend my free time out on the golf course (mostly the trees), or deep in a book or video game.