Executive advisory · M&A · Operating model · Offshoring · Delivery · Coaching
Decisions that hold up in the boardroom — and on the floor.
I advise CIOs, CTOs, CFOs and CEOs on the hardest calls in technology and operations: integrating an acquisition, reshaping an operating model, placing work offshore, getting a major programme back on plan, and building the leadership team that has to run it afterwards. Thirty years on both sides of the contract — as the executive who signed it, and the leader who delivered it.
French / Australian dual national · Eligible for Australian Government security clearances · Based in Australia, operating across APAC
“An innovator and a commercially driven technology leader.”
Infrastructure, application support, cyber, network and cloud across the Albertsons Philippines Centre of Excellence.
Built Axos Bank's Philippines technology captive, internalising IP previously held in Mexico, India and Colombia.
IT integration lead on BHP's Petrohawk and Chesapeake acquisitions — people, process and SAP on schedule.
Jetstar Group infrastructure transformation delivered in 12 months with zero business disruption.
Practice areas
Six places executives usually bring me in.
M&A: diligence, integration & separation
Technology due diligence, synergy cases that survive audit, Day 1 readiness and post-merger integration or carve-out — people, process and systems on a schedule the board can see.
Operating model design
How the technology function is shaped, funded and governed: structure, sourcing mix, decision rights, service ownership and the metrics that make accountability real.
Offshoring & global capability centres
Location strategy, captive versus vendor versus BOT, business case, build-out and transition — from board paper to the first hundred people on the floor.
Program planning & delivery assurance
Shaping large programmes before they start, and rescuing them when they drift. Independent reviews, realistic plans, dependency and risk management, honest status.
Technology strategy & AI-enabled operations
Roadmaps tied to commercial outcomes, cloud and core platform decisions, and using AI where it actually pays — pilot to production, not proof-of-concept theatre.
Executive & team coaching
A confidential sounding board for the executive carrying the outcome, plus coaching for leadership teams stepping into bigger, more distributed remits.
Offshoring in depth
I have built and run what I advise on.
Most offshoring advice comes from people who have never carried the P&L, hired the country manager, or explained an outage to a US executive at midnight Manila time. I have. That experience shapes a deliberately unglamorous method: prove the capability, protect the IP, and only then chase the savings.
Captive, managed services or hybrid — the right answer depends on how much intellectual property you intend to own, and how much of your operating model you are willing to change.
Locate — market, talent depth, wage curve, regulatory and sovereign risk.
Model — true landed cost including dual-run, attrition, ramp and currency.
Structure — captive vs vendor vs BOT, IP ownership and exit rights.
Build — leadership first, then recruitment engine, security and facilities.
Transition — wave-based migration with honest readiness gates.
Run & mature — from ticket-taking to owning outcomes, with AI in the workflow.
Who I work with
One conversation, three sets of concerns.
For the CIO / CTO
A delivery-side partner who has run large technology organisations end to end — so plans survive contact with talent markets, legacy estates and 3am incidents.
For the CFO
Business cases modelled honestly: transition costs, dual-run, synergy phasing, ramp and currency — not a vendor's best-case spreadsheet.
For the CEO / Board
Clear-eyed counsel on capability, operating model, integration risk and IP ownership before you commit to a multi-year change.
Track record
Retail, banking, pharma, aviation, resources.
Assistant General Manager
Albertsons — Philippines Offshore Centre of Excellence
Led a 600+ person cross-functional technology organisation and a dedicated AI engineering team, taking three AI initiatives from pilot to production.
Senior Vice President, Technology
Axos Bank
Created and scaled the Philippines captive from 7 to 280 people, covering clearing, commercial and consumer core banking, plus dedicated CISO and infrastructure functions.
Head of Technology Strategy & Governance
Zuellig Pharma
SAP ECC to S/4HANA across 17 regional distribution warehouses, OKTA IAM across 13 countries, 15% multi-country IT budget reduction.
Global CIO
Magi Group — Kookaï
New e-commerce platform on NetSuite ERP with Salesforce Marketing Cloud (+30% web traffic) and RFID supply chain tracking from Fiji and Sri Lanka.
Group Head of Technology & Data Analytics (CTO)
Jetstar Group
$70M opex / $30M capex shared services, 350+ operational and delivery staff, and a consolidated operating model giving greater control over offshore partners.
Chief Information Officer
Tenix Solutions
Senior executive team member; +15% EBIT per annum, 175 technologists, $600K annual supplier savings.
Group Manager, Acquisitions & Divestments
BHP Billiton
IT integration lead for multi-billion dollar acquisitions and divestments; global MS Lync rollout to 100,000+ users named BHP's most successful IT programme of 2011.
Credentials
Education, and the habits behind it.
- MBA (Executive)
- AGSM, 2005
- Graduate Certificate in Change Management
- AGSM, 2003
- Leadership Development Program
- Melbourne Business School, 2007
- BA Hons, European Business Administration
- ESC Reims, France, 1995
- Outward Mindset Development Program
- Arbinger Institute, 2022
- Médaille militaire
- French Republic, military service
Leadership philosophy
Ironman triathlons, diving, and a lifelong passion for aviation — a private pilot licence at seventeen. The through-line is technical precision, calculated risk, composure under pressure, and a belief that capability is built deliberately rather than bought in a hurry.
The same instinct applies to offshoring: checklists before heroics, rehearsed handovers, and no shortcuts on the things that fail quietly.
Contact
Considering an offshore move, or fixing one?
A short, confidential conversation is usually enough to tell whether I can help — and I will say so plainly if I cannot.