About Me
The long way to clarity
I didn’t come to business through theory or frameworks.
I came to it through factories, payrolls, cashflow pressure, production schedules, broken systems, and the responsibility of people depending on decisions I made.
I started my first business in the early 1990s. What began small and practical grew into a manufacturing operation with 160 employees, a 24-hour production cycle, and thousands of square metres of factory space. When off-the-shelf systems couldn’t support how we actually worked, I built what we needed myself.
Technology wasn’t a career choice.
It was a response to operational reality.
That pattern never left me.
Building businesses and feeling the weight of them
Over the decades that followed, I built and worked inside many kinds of businesses:
manufacturing, consulting, software, enterprise systems, and startups.
Sometimes growth was healthy.
Sometimes it was reactive.
Sometimes it went too far, too fast.
What I learned, repeatedly, is that success creates pressure long before it creates failure.
Manual processes multiply.
Visibility fades.
Founders become the bottleneck.
Decisions rely on instinct instead of clear signals.
The business keeps moving forward, but it starts to feel heavier every month.
Many good businesses don’t collapse.
They simply lose clarity, culture, or control along the way.
I’ve lived that reality myself, and I’ve watched it happen to others.
Process is not bureaucracy, it’s freedom
Over time, my focus shifted from growth to operational foundations.
I came to believe something simple but powerful:
Good processes don’t constrain a business.
They give it room to breathe.
When work is visible and connected:
- Founders regain perspective
- Teams know what matters next
- Decisions calm down
- Growth becomes intentional again
Processes are not about control.
They are about removing friction, so people can do their best work without carrying everything in their heads.
Technology as structure, not spectacle
As businesses grew more complex, my work naturally deepened into software and systems.
I’ve designed and built production platforms, ERP integrations, internal tools, and enterprise systems across multiple industries. Not because technology is impressive, but because structure matters when complexity grows.
Technology doesn’t fix confusion.
It amplifies whatever structure already exists.
When systems reflect clear intent, businesses feel lighter.
When they don’t, even the best tools make things worse.
What I care about now
At this stage of my life, I’m no longer interested in growth for its own sake.
What I care about is helping founders and leadership teams get a hold of their business, so they can grow it, keep it profitable, and still have a life worth living alongside it.
That means:
- Replacing manual work with clear, connected processes
- Creating visibility into what’s really happening
- Designing operational systems that support calm decision-making
- Growing deliberately, not accidentally
I’m especially drawn to small and medium businesses that are already successful, but can feel the strain beneath the surface.
How I tend to work
My role is usually part architect, part guide, part steady presence.
I work best:
- Alongside founders who are still close to the work
- With teams that value alignment over force
- At moments where the next stage of growth needs better foundations
I’m not interested in firefighting or heroics.
I’m interested in building systems that make heroics unnecessary.
Where this work lives
Much of this thinking is expressed practically through Ready Run Technologies, a business I’m building with younger founders who bring energy, speed, and modern tools to the same philosophy.
Together, we help businesses replace manual processes, improve visibility, and run with enterprise-level clarity, without enterprise cost or complexity.
This personal space exists to share the thinking behind that work: the lessons, patterns, and decisions that help businesses remain profitable, resilient, and worth running.
If this resonates
You don’t need more tools.
You don’t need to grow faster.
You need clarity, structure, and systems that support the business you’re building, and the life around it.