I didn't arrive at AI coaching from tech. I arrived from two decades of sitting with humans at their most vulnerable — in boardrooms mid-crisis, in communities finding their voice, on stages sharing stories they'd never spoken aloud.
My career began in design thinking and organisational transformation. I spent years as Chief Design Officer at ASB Bank in New Zealand and as an enterprise change leader at Commonwealth Bank and NAB in Australia — doing the work that most organisations still struggle to name: translating the distance between what a business says it values and how it actually behaves.
In that work, I developed what became my signature framework: The 7 Conversations of Change. Not a model about process. A model about what people need to feel safe enough to move. It's underpinned by a Diploma in Neuropsychology, NLP Master certification, and thousands of hours studying how humans actually decide, resist, and grow.
"I teach AI not as a technical skill — but as a strategic and human capability."
When AI became the defining shift of our era, I didn't pivot. I deepened. Because every business transformation I'd witnessed came down to the same truth: technology doesn't change organisations. People do. And if you want to integrate AI in a way that sticks, you need someone who understands both the intelligence — and the human receiving it.
Today I work with founders, executives, and teams through Wonder & Wander — my AI coaching and advisory business built on one belief: that the future belongs to organisations who lead with soul, not just systems.
I'm also three books deep into exploring that belief. And my fourth — The Third Intelligence — is the most important work of my life.
