Delivery is a commercial act.
Boards don't renew and expand a programme because it shipped on time. They do it because they trust the people running it — and that trust is built or lost in the delivery relationship, in the steering meetings and the escalation calls, in whether the status report reflects reality.
I've spent two decades on both sides of that table: leading transformation inside organisations, and carrying full commercial accountability on the vendor side, including P&L ownership of a 50-strong practice. Most of it in regulated financial services — ANZ, Westpac, ASB, HBOS, Halifax and Craigs — where compliance, risk and governance aren't optional extras.
That means rescuing stalled programmes, designing the governance that keeps a portfolio honest, and increasingly deploying AI without the theatre, as a measured adoption curve rather than a launch event. Based in New Zealand, working across NZ and APAC.
Capabilities that span the lifecycle