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Building something new inside a large enterprise - or spinning something out into a new venture - is exciting, but also messy. Most leaders know they need alignment, momentum, and clarity, but they underestimate how structured that journey needs to be. However, it is possible to have a series of workshops that turn ideas into outcomes. Over the years, working inside large corporations and then building my own business, I’ve found that progress accelerates when you intentiona

One of the patterns I consistently see with senior executives - those just below the C-suite but carrying significant responsibility - is this - they struggle to clearly articulate what they are delivering against the enterprise strategy. They are busy. They are accountable. They are delivering work. But when asked, “How does your function enable the strategy?”  the answer becomes operational rather than strategic. The issue isn't effort. It is clarity. And the solution is no

The difference between a technology manager and a technology leader is subtle, but profound. One seeks to control conversations. The other coordinates them. One imposes opinion early. The other creates space before forming a judgement. In an era where CIO influence is directly tied to enterprise impact, this distinction matters more than ever. How do you evolve from technology manager to true leader? Diversity Of Thought Creates Stronger Outcomes Technology managers often att

At the start of each year, many executives naturally focus on goals, delivery, and operational priorities. But one theme continues to surface in recent conversations is the need to step into a broader leadership role. Not just leading a function but shaping the community you’re part of - inside and outside the organisation. This is where executives expand their impact. The most impactful executives aren’t defined solely by what they deliver, but by the influence they build ar

Stepping into a CIO role from a GM position creates one of the biggest shifts in executive responsibility. The scope expands quickly, and with that comes new expectations - not just to run technology well, but to shape how the organisation competes and grows. For many leaders, this transition is where the real learning begins. One of the most important differences you’ll encounter is the distinction between Digital strategy and traditional IT strategy. These two are often use

Long-tenured CIOs who consistently deliver impact tend to share a common operating rhythm. Across industries and organisation sizes, the most effective leaders aren’t defined by a single breakthrough idea, but by a repeatable way of thinking and acting. There is a CIO longevity formula. Over time, four patterns stand out. Together, they form a practical framework for sustained relevance and influence in a rapidly shifting technology landscape. Diversity of Thought High-perfor

Every executive faces the same constraint - just 24 hours in a day. How that time is spent determines not only your personal impact but also the outcomes of your team, your peers, and your organisation. The most effective leaders make deliberate choices about where to invest their attention, turning time from a passive resource into a strategic advantage. Your Most Valuable Executive Asset is Time. Introducing the Executive Time Assessment To help leaders take stock, I’ve cre

Many CIOs want greater influence - with their executive peers, at the board table, and in shaping business strategy itself. Yet despite the growing dependency on technology and digital initiatives, that influence often remains out of reach. After working with hundreds of CIOs over the past seven to eight years, a consistent pattern emerged. High-performing CIOs (those who genuinely co-own the business strategy) do three things exceptionally well. This is how CIOs influence. C

If you’re a CIO, you’ve probably had the quiet thought - things are working… but they could be better. Not broken. Not failing. Just not as aligned, effective or future-ready as they need to be. That’s why I’ve introduced a free CIO Scorecard . So how does it work? The scorecard is designed to help you step back and assess where your function really sits today across four critical factors. Here is what great CIOs review. First, “Clarity” of strategy. Not the strategy on paper

As 2025 comes to an end, I wanted to share a brief reflection on the year - the work I’ve been involved in, what I’ve learned, and what I’m grateful for - here is 2025 in review. As in previous years, instead of sending gifts to clients, I made a donation to One Girl . Their work supports some of the most disadvantaged young women around the world to access education and create more choices for their future. It’s a cause I’m proud to support. This year included a mix of clien

Global research consistently shows that the technology talent gap is widening. Deloitte’s 2025 Global Tech Leadership Survey reports that 61% of organisations face shortages in deep technical expertise, with cloud, cybersecurity, AI, and data engineering among the hardest roles to fill. McKinsey’s digital talent studies reinforce this, noting that organisations with ambitious transformation agendas “struggle most to secure senior engineering depth,” slowing large programmes a

What if there was one action that could improve your executive leadership and team performance as you enter 2026? Would you like a 25% performance uplift? Research from Harvard Business Review shows that teams conducting structured retrospectives are 25% more likely to achieve their outcomes in the following year. A quality retrospective allows leaders to reflect, learn, and make deliberate choices about how the next year will unfold. 1. Examining Achievements Start by review

How to avoid being fired Most CIOs don’t lose their job because of one big mistake - it’s usually a collection of small but important things that get overlooked. Here are the five core factors I see most often, and what leaders can learn from them. 1. Missing Clarity Clarity is almost always the first problem. Some CIOs deliver major projects without a clear strategy that explains the value technology brings to the organisation. Others create strategy documents that sound imp

Quantum computing is increasingly viewed as a genuine cyber-risk, not just a distant technical concept. Intelligence and industry reports warn that state-sponsored actors are preparing for a future where quantum machines could undermine today’s encryption systems - a threat the Australian Signals Directorate (ASD) also recognises. ASD guidance states that organisations should stop using traditional encryption (such as RSA and ECC) by 2030 as part of Australia’s post-quantum c

You’re a technology executive reporting to the CEO, with a strong relationship with the board. You’ve delivered on your strategy, successfully mobilised programs, and embedded new ways of working. But something still feels missing, you are aware you need to be broader with leading tech change across the business. Beyond the buzz around AI, new waves of technological transfer are reshaping how industries operate. If your organisation doesn’t consider and integrate these emergi

It’s Melbourne Cup week - that time when many organisations in Australia lose a bit of rhythm. Although the public holiday is only observed in Melbourne, it often feels like the whole country slows down. I’ve seen it firsthand. When I was leading technology teams, progress would pause around Tuesday, and it could take the rest of the week to get back on track. That said, I’ve always enjoyed this time of year. When I lived in London from 2001 to 2010, I’d often return to Melbo

Have you ever wondered why your organisation’s initiatives or performance feel inconsistent - sometimes energised, other times sluggish? Unblocking organisational performance is key for many executives. Often, the issue isn’t at the executive or general manager level, but rather within the management layer. These individuals are usually committed and capable, yet lack the broader context, experience, or tools to lead through today’s complex change programmes. The challenge is

Have you ever wondered why people respond so differently to change in your workplace? Some stay calm and engaged, others become anxious or distant. Two well-researched ideas - Attachment Theory  and The Biology of Stress  - help us better understand these human responses and how leaders can work with them rather than against them. This requires leading through instinct and is based on research. The Roots of Attachment Attachment Theory, developed by psychologist John Bowlby,

You don’t need to be a technologist to lead in 2026, but you do need to understand the digital forces shaping business. The essentials are now clear: flexibility, trustworthy data, secure systems, and the right people to use them well. These are Beyond AI Modern platforms are the foundation. Deloitte’s Tech Trends 2025 report highlights that organisations with modular, cloud-based systems can adapt faster to market change. The goal is agility — building technology that can f

There’s so much happening across the technology sector right now, influencing business in ways that are both exciting and, at times,...