27 YEARS inside executive support. 6 YEARS working from the other side.
A perspective shaped by seeing BOTH SIDES OF THE DESK
I spent almost three decades working alongside CEOs, Chairs and senior executives across Australia and internationally, at the intersection of leadership priorities, decisions, relationships and the realities of running a business.
My career took me across industries, countries and organisational environments, through growth, restructures, leadership transitions and significant change.
It gave me deep expertise in executive support at the highest levels, and an unusually close view of how senior leaders and organisations actually operate.
For the past six years, I've turned that experience into a broader body of work across speaking, education, corporate training and advisory, working with Executive Assistants, executive teams and organisations across industries and geographies.
Today, my work sits at the intersection of executive support, executive effectiveness and business performance. I examine where value is changing, what makes leadership work better, and what organisations need from the people and partnerships operating closest to their most senior decision-makers.
I'm a Forbes Australia contributor, international keynote speaker and founder of The Elite EA Academy. Across everything I do, the work is grounded in the realities of business and focused on what needs to work better now.
Why WORK
WITH ME
I don't believe executive support can be improved in isolation from the business around it.
That means I won't arrive with a fixed model of what a great EA, executive partnership or support function should look like. I want to understand what your organisation is trying to achieve, how work actually moves and where the friction sits.
From there, I bring perspective, challenge and practical thinking that people can use. Sometimes that means showing an EA where they need to step up. Sometimes it means showing an executive what they need to change. Sometimes the problem sits in the way the role has been designed in the first place.
The work is not about making executive support look more strategic. It's about making it more valuable to the business.
Experience at the Top
I've worked alongside CEOs, Chairs and senior executives across Australia, the UK, UAE and Asia, through restructures, leadership transitions, growth and significant organisational change.
I understand the realities surrounding senior leadership because I've worked inside them, not studied them from a distance.
A Wider View of the Profession
Today I work across speaking, corporate training, education and advisory, with Executive Assistants, executive teams and organisations across industries and geographies.
That breadth lets me see what is happening beyond one role or organisation, and bring those patterns back into the work..
Thinking Beyond the Role
My work starts with executive support, but it doesn't stop there. I'm interested in the bigger forces shaping how we work, lead, make decisions and build careers, and what those changes mean in practice.
That broader lens keeps my work connected to the business environment around the role, rather than treating executive support as a profession that exists in isolation.
THE WORK I DO TODAY
Executive support that works better FOR THE BUSINESS
I work with organisations that want to strengthen executive support in the context of how their business actually operates, not against a generic definition of what a high-performing EA should look like.
That can mean developing the judgement and business understanding of an EA team, examining how roles are being used, or helping executives and EAs rethink the way they work together. The work starts with what the organisation needs and builds from there.
The Work Can Help You:
Give senior leaders more capacity for the work only they can do, by identifying what is unnecessarily consuming their attention and creating demand around them
Reduce bottlenecks and reactivity around the executive team, improving how priorities, decisions, information and dependencies move across leadership
Use executive support at a higher level, ensuring capable EAs have the context, access and expectations to contribute where the business needs them most
The result is more than capable EAs. It's senior leaders with more capacity, executive support creating greater value, and fewer avoidable points of friction around the people making the organisation's most consequential decisions.
TRUSTED by TOP THOUGHT LEADERS and BRANDS
What SETS ME APART
I'm not particularly interested in repeating what the profession already knows. I'm interested in the problems we haven't solved yet.
I tend to see connections, friction and possibilities that others miss. I ask different questions, challenge assumptions that have become accepted as fact, and look beyond the obvious answer to understand what is actually keeping something stuck.
That might be an EA who has outgrown the way they are operating. An executive whose own ways of working are creating unnecessary pressure downstream. A team caught in reactivity. Or an organisation asking for more strategic executive support without changing the conditions around it.
My strength is turning that complexity into something people can see, understand and act on. The thinking is fresh, but it isn't theoretical. It has been shaped and tested in real executive environments, then refined through years of working with EAs, executives and organisations.
I don't believe good work needs to sound complicated to be sophisticated.
The best ideas often make you wonder why you hadn't seen the problem that way before.
THE PODCAST
REWRITE THE PLAYBOOK
Rewrite the Playbook is where I explore work, careers, business and the assumptions we've inherited about how we're supposed to do all three.
The conversations move between the changing world of executive support and bigger questions about ambition, success, visibility, judgement, technology and what happens when the old rules no longer fit the environment we're working in.
It's a place for ideas I'm still thinking through, patterns I'm noticing and conversations worth having when the obvious answer isn't necessarily the most useful one.
