Driving Enterprise Value. Preventing Silent Value Erosion.
Technology decisions directly impact revenue, cash flow, and operational control. I bring a business-first approach to both Global Business IT Product Ownership and Board-Level Audit Oversight—ensuring technology investments are never treated as unchecked capex, but engineered for measurable enterprise leverage.
Enterprise Product & Business IT Leader
I don’t manage features. I own business and customer outcomes.
I am a customer centric Enterprise Product & Business IT Leader who builds digital platforms that move three things in lockstep:
Customers. P&L. Accountability.
I operate at enterprise scale—where technology decisions directly impact revenue, cash flow, cost discipline, and operational control.
Within a global automotive enterprise, I lead end to end Business IT product ownership – from strategy and roadmap definition to delivery and full lifecycle optimisation. I work directly with CXOs to ensure technology is not implemented for novelty, but engineered for results.
I don’t believe in transformation theatre. I believe in measurable outcomes.
Enterprise Value Delivered
- $32.9M in hard cost savings through Salesforce led platform consolidation
- 50% faster cash cycles across sales and aftersales operations
- 22% revenue uplift with 45% IT cost reduction in aftersales
- 12–15% growth driven by platform reliability, GTM corrections, and execution discipline
My operating principle is simple:
If technology doesn’t improve customer experience and strengthen business fundamentals, it doesn’t ship.
If you believe technology must move customers, P&L, and accountability together— we should be in the same conversation.
Independent Director & Board Level Operator
Corporate Governance • Audit • Risk
I don’t sit on boards to review presentations. I sit on boards to protect capital and improve decision quality.
I work with boards and independent directors to prevent silent value erosion—the kind that doesn’t show up immediately, but compounds over time due to weak accountability, misallocated capital, and technology decisions made without ownership.
Most losses don’t come from bad intent. They come from poor governance, invisible risk, and decisions without consequence.
My focus is on ensuring enterprise platforms, data, financial controls, and technology are governed as long term strategic assets – not treated as short term IT expenses or unchecked capex.
Governance First. Control Always.
In today’s enterprises, corporate governance is not compliance.
It is strategic control.
- Capital must be protected before it is deployed
- Risk must be visible before it becomes material
- Audit must reinforce trust—not surface surprises after damage is done
I bring a business first approach to Corporate Governance, Audit Oversight, and Enterprise Risk, ensuring boards can connect strategy → execution → outcomes with clarity and discipline.
What I Bring to the Boardroom
Reduced capex and execution risk through governance aligned oversight
Prevented cost overruns and ROI leakage via lifecycle accountability
Enabled board level visibility from strategy through to measurable outcomes
Strengthened risk, audit, and platform governance without slowing growth or innovation
I help boards ask the right questions before problems scale – not explain them after value is lost.