AI STRATEGY · ANALYTICS · ECONOMICS · EVALUATION
Where AI creates value, and how you’d know.
I advise organisations on analytics and AI strategy: where value actually comes from, what it takes to capture it, and how to tell whether it worked.
The practice
Fifteen years across the United States, Australia, the United Kingdom and the Middle East.
A global leadership mandate for analytics and AI across a 12,000-practitioner strategy and transactions practice.
A doctorate that tested whether an accepted corporate practice survived the evidence.
The standard is the same throughout: advice held to the rigour of peer-reviewed research.
Capital and transactions
What changed
Capability and AI
Analytics, AI and economics, for decisions where the numbers have to hold.
The practice was built in Australia at EY, where I led health analytics for Oceania and delivered transaction, economic and government advisory across sectors. From 2022 to 2024 I held the global development mandate for analytics and AI across the strategy and transactions service line worldwide: setting strategy, building capability for twelve thousand practitioners, and training eight thousand of them. Since late 2024 I have been seconded to the Middle East as the global expert brought in to establish world-class analytics and AI capability, working with sovereign funds, national ministries and a federal government on AI strategy, economic intelligence and enablement.
Before consulting: a doctorate in transport economics and airline finance at the University of Sydney, and transport research and healthcare analytics in the United States.
Right now
The part of AI that decides whether it creates value. Integration depth, workflow design, evaluation discipline and data readiness, and the capability of professional teams to use it well. The question I keep returning to is not which model, but whether it worked.
Four capability areas.
Work that changed a decision.
USD 5.6B
Fleet investment case validated
A fleet decision tested before the commitment
Independent validation of an ultra-long-haul investment case: route-level back-testing and sensitivity across fuel, exchange rates and demand.
Advisory
Read
USD 1.46B
Refinancing completed
From acquisition to refinancing: decision analytics for a debtor-finance platform
A USD 612 million acquisition, a bolt-on, then a USD 1.46 billion refinancing, with customer and portfolio analytics at every stage.
Advisory
Read
AUD 52.9M
In funding, on this evidence base
Halving twelve-hour emergency stays across a hospital
Data-led clinical redesign at an Australian hospital: twelve-hour emergency stays down by more than half, and the funding case that followed.
Advisory
Read
20+
AI models and data assets evaluated
Sovereign AI strategy: evaluating twenty-plus models before committing capital
Structured evaluation of AI products, language models and data assets, and the business plan that secured board approval for deployment.
Advisory
Read
Organisations I have advised
Australian public sector
Queensland Health
NT Health
Northern Territory Government
Queensland Department of Transport and Main Roads
Western Australian Department of Education
Canberra Health Services
Corporate and Private Capital
Qantas
Virgin Australia
Rio Tinto
ScotPac Business Finance
Pacific Equity Partners
MENA Government
HUMAIN
Public Investment Fund
Dubai Department of Economy and Tourism
A federal government in the United Arab Emirates
Advised across four regions: the United States, Australia, the United Kingdom and the Middle East.
Featured insights
Agentic AI
When one model checks another: multi-model review becomes product
Microsoft has shipped Critique for Copilot Researcher: one model drafts the research, a second reviews it to challenge assumptions, find gaps and strengthen citations. It is the discipline I have been recommending in AI strategy sessions, now operationalised in a product.
Read
Enterprise AI
The frontier firm playbook: five pillars that separate leaders from everyone else
Why do some organisations translate AI into measurable productivity gains while others do not? Five pillars show up consistently across high-performing frontier firms: deep system integration, workflow standardisation and reuse, executive mandate, data readiness and evaluation, and deliberate change management.
Read
AI Strategy
The State of Enterprise AI: from pilot to core infrastructure
OpenAI’s State of Enterprise AI report, read through an analyst’s lens. Three findings matter: enterprise AI has moved from pilot to infrastructure, productivity gains compound with depth of use, and an AI performance chasm is opening between organisations.
Read
Consulting
Beyond commoditisation: what AI does to the consulting value chain
Most technologies become commoditised, and AI will too. Adoption alone will not be a durable advantage. The opportunity for consulting is to move up the value chain: away from tasks that will be automated, toward guiding clients on AI strategy in their specific sector context.
Read
Point of view
The next advantage isn’t AI. It’s how organisations use it.
An AI performance gap is opening between organisations, and it has little to do with which models they license. The distance is made by integration depth, standardised and reusable workflows, executive sponsorship, structured institutional knowledge, and the discipline to evaluate output against business measures.
Value also behaves non-linearly. It accelerates when a firm moves from isolated tasks to broad workflow coverage and advanced capability, and when adoption is run as a change programme rather than a technology rollout.
Read the thinking behind this
Let’s talk about where AI creates value in your organisation.
For advisory, training and speaking enquiries, or a conversation about a decision you are weighing.