Here's the thing: most organisations don't have a learning problem. They have performance problems. They have capability gaps that slow revenue, increase risk, and bleed talent. My job is to figure out where those gaps are, what causes them, and close them with the right intervention, at the right time, for the right people.
I think in systems, not courses. One-off training rarely shifts the needle. What works is building learning ecosystems that connect training, performance support, coaching, communities of practice, AI assistants, and structured development into something that actually changes how people work.
I've done this across pharma, finance, medical devices, education, law, retail, government, and mining to name just a few examples. At Takeda, I led digital learning innovation across global sites, built AI-enabled content strategies, and created communities of practice that became the connective tissue between isolated functions. Before that, I built one of Australia's largest L&D practitioner communities from scratch, with 2,500+ members, and replicated the model in Zürich.
Before L&D, I created and ran software companies. I started life as a games programmer and first tinkered with AI expert systems in the late 1980s. That technical foundation means I don't just talk about AI integration, I build it. I prototype. I test. I understand what's real and what's hype.
I speak the language of business outcomes because I've worked in business. Revenue impact, risk reduction, talent retention, operational efficiency. These are the metrics I design for. Not satisfaction scores. Not seat time. I seek to eliminate training waste.
