From strategic ambiguity to differentiated brands through products customers love.
Background
Every organisation I’ve joined has been at an inflection point. A competitive threat, a market shift, a strategic ambition with no clear path to execution. My role is consistent across all of them. Make sense of the ambiguity, set the vision, build the team and operating model, and take something from idea to market at a speed the core business can’t move at and with the conviction of a startup.
The sector changes every time. The challenge doesn’t. Large organisations with real governance, legacy constraints and slow capital cycles, trying to build something genuinely new.








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Operating model
Fifteen years of building ventures and product capability inside large organisations has taught me that the principles don’t change. What changes is everything around them — the tools, the pace, the expectations. What I bring is the ability to establish and lead the organisational capability that lets an enterprise move at speed.
AI responses reflect Nick’s thinking but are generated by Claude. For direct conversation, connect on LinkedIn.
AI has collapsed the product delivery cycle. The discovery model hasn’t caught up yet. This episode explores what a genuinely AI-native operating model looks like in practice.
Selected work
Learning by doing
Started with a strategic paper on AI product operating models. Used Claude to generate a full transcript, then Google NotebookLM to transform it into a reflective audio case study. Paper to published podcast — no studio required.
Listen on Spotify → 02My daughter was preparing for her first NAPLAN test using outdated papers so I trained and built a Duolingo-style AI learning app — gamified, bite-sized practice for Year 3 kids. Built using Lovable and Claude AI.
Try it → 03Learning that only ~20% of NFPs have completed a cybersecurity assessment but ~12%+ last year alone reported an incident I built a free AI risk assessment to democratise access. Built using Lovable and Claude AI.
View project →About
At Optus, at BOQ, at Medibank — the brief has always been some version of the same thing: build something that doesn’t exist yet, make it commercially viable, and do it faster than the structure would normally allow. The work looks different each time. The approach doesn’t.
I work best in ambiguous, zero-to-one spaces — where the opportunity isn’t fully defined yet and someone needs to think strategically, build the case, and make it real. I bring long-term vision, commercial rigour, and the hands-on leadership to see it through.
That same instinct is increasingly being called on outside product and venture work. I currently sit on the boards of Football Queensland and Great Barrier Reef Legacy, contributing commercial, digital and AI judgement to organisations building for the long term.
Executive Education