I lead design as a business, and the AI practice that scales it.

I build the thing, then I lead the team that scales it.

I run the Global Creative AI practice at BCG Design Studios. I founded it, I lead it, and I authored the "Creative Advantage" proposal that positions the studio as the firm's Creative AI centre of excellence. Today that means 33 nodes across the regions and a global lab of 10 creative technologists, taking tools from proof-of-concept to working internal product. I own the ANZ Creative Studio P&L and sit on the global Design Studios leadership team.

I write and ship agentic software, hands-on. Multi-agent systems, MCP servers, autonomous scheduled agents, a native app, custom tooling, prototype through to production. But the building is how I lead, not what I am. I write the first working version so the direction is arguable instead of theoretical, then hand it to people who take it further. The seven-product suite is the clearest case: I shaped it, 24 builders coded it in squads at my orchestration, and it shipped with handover docs so it runs without me.

Then I teach it, so it sticks. I designed the Power Up Weeks and ran them through the regional leads, so every region got hands-on in its own timezone. I also write and deliver the deep dives: graph engineering, context engineering, prompt engineering, agent loops, building agents in Claude and in GPT, and how to build your own AI employee.

I lead through mentorship. BCG's "Grow by Growing Others" award recognised it. I build benches, coach senior managers into leaders, and create the conditions where people do the best work of their careers. I previously led 16 managers and their associates, developed that group, took several to promotion and handed them on. Around eight promotions have come out of that. I have also had to manage people out, and that is part of the job too.

Before BCG: almost 7 years at Endeavour Group, where I arrived as a senior designer and left as Creative Lead for Endeavour Drinks, running Dan Murphy's, the group's biggest account and Australia's largest drinks retailer. I was leading designers from the year I arrived, not from the day the title changed, and I sat on the division leadership team. I helped grow the in-house team from 4 people to 30, and we relaunched the Dan Murphy's brand from inside it, along with a restyle and rebrand of My Dan's, the loyalty programme.

For much of that time I led creative for the digital business unit, producing personalised assets at scale. We wrote the automation ourselves, years before any of it had a language model behind it. A script laid out 240 product images a month with their SKUs and prices, on brand, in minutes, to launch the catalogue offers, with personalised offers running in between. Oracle and Facebook then segmented price, offer and send timing, down to weather-triggered creative. We hand-coded every EDM, tested in Litmus, and kept each one rendering correctly across Outlook, Apple Mail and Gmail. We shipped our own dark mode for email before the platforms had one. Millions of tailored offers a day. Alongside the new site and the app, online went from under 1% of sales to 13–15%. It is the same problem I work on now, ten years earlier and without the models.

I also designed the propositions around it. Direct to Boot was our answer to Covid, and its design system was then rolled out across the group, including BWS and Woolworths. Then Dan's Run on UberEats, and Dan's Delivers, our own delivery campaign, which I executive-produced from the film shoot through to production assets for every medium.

I won't hand work off without a working prototype. Then I hand the craft to people who can take it further than I can.