About
Sustainable growth is
ultimately human.
25 years across commercial and enterprise environments. The last 11 focused on enterprise SaaS, digital transformation and HR technology in APAC. One pattern has held throughout: technology alone rarely drives meaningful growth. People do.
The strongest organisations listen well, build trust and create cultures where people feel seen — and that quietly shapes adoption, retention and long-term performance.
How the work is approached
Growth. Adoption. Retention.
Trust.
APAC growth for global HR technology is rarely just a commercial exercise. It sits where pipeline, customer adoption and the human conditions inside an organisation either reinforce each other — or quietly erode value over time.
Commercial
Enterprise SaaS & HR tech growth
Scaling global HR technology and enterprise SaaS platforms into APAC — across founder-led growth, scale, PE transition and PE-backed expansion. Embedded with global GTM teams and accountable for pipeline, customer expansion and net retention in-region.
Adoption
Customer adoption & retention
Enterprise platforms rarely fail on capability. They stall on adoption. The work focuses on embedding HR technology into organisational workflows, executive sponsorship and the day-to-day decisions that drive active use, expansion and durable retention.
Human
Trust, leadership & employee experience
Trust, psychological safety and leadership behaviour quietly shape engagement, retention and performance. The conditions inside an organisation are what allow technology to land — or quietly stall.
Over time, the work has become about more than scaling technology into APAC. It's about how leadership, trust and psychological safety shape the way people actually experience work.
Through HR technology, mentoring, research and the podcast, the focus stays at the intersection of people, trust and growth.
Because the future of work should work better for humans.
- 1
Founder-led
Early product-market fit and first APAC customers. Doing the work, not just advising it.
- 2
Scale
Repeatable GTM and retention systems — with the supporting team scaled in the UK around the APAC work, not in-region. The principle I still apply: you don't need to hire in APAC yet.
- 3
PE transaction
Operating through diligence and the transition into a PE-backed business.
- 4
PE-backed expansion
Two years scaling APAC inside the PE-backed business — the chapter most relevant to founders and operators looking at the region today.
Selected results
APAC portfolio growth
Churn reversed to retention, QoQ
Scaling global tech into APAC
Experience
Two levels of breadth.
Credentials
Master of Business Administration (MBA)
Key focus
AI, change management and technology-enabled transformation — alongside high-trust dynamics, emotional intelligence, and the factors driving engagement and disengagement in the workplace.
PhD Candidate, Organisational Psychology
Doctoral research into how trust dynamics — and sub-clinical narcissism — quietly shape teams, technology adoption and retention. It directly informs how I advise HR tech leaders scaling into APAC.
