I have been leading teams since I was seventeen. By the time I left operational management, I was responsible for a $40 million operation with around two hundred people, three layers of managers and a P&L I had to answer for every month.

Then I spent ten years focused on learning and leadership development inside large organisations. I designed and facilitated new-manager development, supported hundreds of leaders through the transition into management, led enterprise learning teams and worked across both frontline operations and corporate environments. My career has included Bunnings, Apple Retail and Amazon.

That combination is less common than it sounds. Leadership theory matters, but so does having had to apply it when the numbers are off, a team is struggling and the difficult conversation can’t wait. I understand leadership from the operational side — the people, the pressure, the numbers and the difficult conversations — and from the development side: how adults learn, how behaviour changes, and why a good workshop is not enough if nothing happens afterwards.

Banksia Leadership brings those two perspectives together. The work is practical, evidence-informed and challenging in the right places, while still treating people as people rather than problems to be fixed.

I am based in Singapore and work with leaders and organisations across Asia Pacific, including Australia.