I have been an engineer and leader in different capacities for most of my career. What has stayed consistent throughout is an interest in how systems work - not only technical systems, but the organisations, teams and decisions around them.
My background in Industrial Engineering gave me an early grounding in systems thinking, and production systems. Later, while completing my degree in IT Management, I became increasingly interested in organisational behaviour and design. I found that the gap in technology is rarely just technical; more often, it is in how people, teams and incentives come together to create a high-performing organisation.
I started my career as a software developer, and eventually moved into technical leadership. I have never let go of the technical side and still care deeply about architecture, sound engineering practice and staying current with the technologies that change how we build products.
I am comfortable moving between hands-on technical work - including shipping code when it is useful - and setting a longer-term technical vision. Equally important, I have the self-awareness to know which mode the situation needs. Sometimes the highest-value contribution is getting close to the problem with a team; at other times it is creating clarity, direction and the conditions for others to move quickly.
At Trade Me, I have led engineering across Jobs, Consumer Experience and Marketplace, Platform and Technology, Property, and now Motors alongside my role as Head of Architecture. My work sits at the intersection of technical strategy and delivery: helping shape the direction, creating the conditions for teams to deliver well, and making sure technology serves commercial and customer outcomes.
What I bring
I am most effective where a business needs to turn an ambitious direction into a practical technical path. That can mean modernising a legacy platform, shaping architecture, improving engineering flow, building a platform capability, or helping teams navigate a meaningful change.
My experience includes:
Engineering and technical leadership across consumer products, marketplaces, property, jobs, data and platform products
Architecture and technology strategy, connecting technical capabilities with business and product direction
Platform-as-Product, Platform Engineering, Developer Experience and SRE
Data engineering, MLOps and practical adoption of AI-assisted development
Team Topologies and organisational design to reduce cognitive load and improve team effectiveness
Large-scale re-architecture, modernisation and reduction of architectural debt
Building healthy engineering practices through lightweight governance, clear measures and capable leaders
I care about outcomes and impact. In practice, that has included helping property apps move to a weekly release cadence, rebuilding HomeEstimate on a modern neural-network model, improving data lineage and onboarding for Homes.co.nz, and establishing platform, SRE and MLOps practices across the organisation.
I believe good technical leadership needs range: enough technical depth to make sound decisions, enough organisational awareness to build effective teams, and enough commercial context to focus effort where it matters. The aim is not technology for its own sake. It is to create the capability, clarity and momentum needed to deliver meaningful outcomes - sustainably.