I build finance functions that don't fall over when the company doubles.

I've spent 20 years inside finance — venture capital, proprietary trading, global banking and early-stage startups. The thread through all of it: walking into complexity, building structure where there was none, and making it scale without breaking.

I don't believe in quick wins. I care about building things that last, finance functions that are still standing, still scaling, long after the early chaos has passed. After 20 years across very different environments, I've developed an instinct for what's missing — the workflow that hasn't been questioned, the risk that hasn't been named, the inefficiency hiding in plain sight.

Most recently as Global Head of Finance at Antler, where I built the finance function from scratch — scaling from one entity to 60+ subsidiaries across 27 locations, leading a large team of finance professionals across multiple jurisdictions. Before that I led finance in Asia for Flow Traders, and worked inside ANZ Bank and Tullett Prebon.

I'm an early adopter of AI in finance workflows. I integrated NetSuite with the Claude API to automate reporting and deepen the analysis delivered to leadership.

But what I learned over the years is that the most important structures we build are not always in spreadsheets. The leaders who scale best are the ones who know themselves.

I also trained as a Jungian coach. Not as a pivot, but as an inevitability. It was the natural extension of everything I was already living and thinking about.

Because what I learned is that the most overlooked asset in any organisation is the inner life of the people leading it. Corporate environments demand everything from us — performance, output, resilience. What they rarely make space for is individuation — the lifelong process of becoming fully, authentically yourself. And yet it is precisely that process that separates leaders who endure from those who burn out.

The leaders I admired the most are the ones that are aware who they are and what drives them. That awareness doesn't happen by accident, it is deliberate, courageous and often uncomfortable work.

It is something I am personally passionate about, actively exploring, and increasingly weaving into the conversations I have with the people I work with.