My proprietary framework ensures decisions stick:

• Diagnose misalignment across strategy, finance and risk .

• Build consensus and a financially anchored roadmap .

• Embed decisions into governance processes and measure impact .

As a non‑executive director and committee chair, I provide oversight and guidance in:

• Risk & Finance Committee Leadership – Defining risk appetite and financial policy.

• Strategy & Sustainability Oversight – Ensuring strategy is resilient, evidence‑based and aligned with long‑term value.

• Audit & Governance Excellence – Embedding robust processes and accountability.

I advise or step into interim leadership roles to manage reform, digital disruption and financial pressure in sectors such as health, aged care, energy and infrastructure.

• Navigate regulatory change and market demands.

• Stabilise leadership gaps and accelerate execution

• Deliver 5–10 % financial uplift and improved governance.

Boards must oversee AI investments and digital transformation.  I provide:

• AI readiness assessment – Benchmark capability and identify risks .

• Integration strategy – Define priority use cases and model financial impact .

• Governance framework – Establish ethical guardrails and regulatory compliance 

Transform complexity into clarity with decision frameworks and risk appetite definition .  I help boards and leadership teams:

• Assess current risk position.

• Draft and refine risk appetite using templates.

• Integrate appetite into strategy, budgets and performance monitoring .