I build the function, then I teach it to outlast me.
My career has moved through music, process excellence, data, technology, operating models and AI. The throughline is simpler: I like turning ambiguity into something people can actually run.
Builder first. Executive second.
I started by building a business in music. Then I learned how regulated organisations change at AIB, Commonwealth Bank and in consulting. At Dell, that became global data, analytics and governance. At TE Connectivity, it became operating-model transformation across 80,000 people.
At Indeed, I moved into international GTM operations and technology. At Workday, I worked inside a 2,500-person engineering organisation, helping leadership connect strategy, AI capability, operating cadence and product delivery.
Today, AI is the newest capability in that toolkit, not the whole story. The question I keep coming back to is the same one I have worked on for twenty years: how should the work actually work?
Five eras. One throughline.
Each chapter added a new tool. None replaced the ones before it.
Creative founder
Built a music publishing and production business, licensing to Sony, BBC, ITV, EMI and Sky. It taught me how to sell ideas before they exist, build partnerships and turn creative work into a repeatable commercial model.
Operational excellence
Performance coaching at Dell, TQM at AIB, process excellence at Commonwealth Bank and senior consulting in financial services and pharma. This is where I learned the discipline of measurable, regulated change.
Data, technology & operating models
Built Dell's global People Analytics capability and data-governance model, then redesigned HR technology, data and operations across 80,000 employees at TE Connectivity. The work moved from fixing processes to redesigning whole systems of work.
Enterprise transformation & AI
Led international GTM redesign at Indeed and served as Chief of Staff to Workday's SVP of Product Engineering & QA, supporting 2,500 engineers. Established an AI Centre of Excellence and helped create a new Asia innovation centre.
Advisor, founder & faculty
Today I work with executives on AI strategy, operating models and digital workers; teach senior leaders through the Irish Management Institute; and build practical capability through Future Academy and the Digital Worker Canvas.
Start with the work.
Technology is rarely the first question. Understand the decision, workflow, handoff or constraint first, then choose the capability that changes it.
Bias for action.
Three people and a whiteboard beats a steering committee. Build something real, learn from it, then scale what earns the right to continue.
Govern from day one.
Governance is not a final approval step. Data, decision rights, human oversight and risk belong inside the design from the beginning.
Teach as you build.
The best transformation leaves capability behind. Every function I build should work without me, because the people running it understand why it works.
The work matters. So does everything around it.
I live in Dublin with my family. Outside work, a lot of my energy goes into practical education, especially helping young people understand and build with technology rather than just consume it.
That is one reason I founded Future Academy. Capability, confidence and curiosity compound early.
Formal foundations, continuous practice.
The credentials matter less than the habit: keep learning close enough to the work that it changes how you operate.