Decisions made under constraint — including ones I would make differently today.
Questions worth solving — why each company was built, not just what was built.
Over the past three years I have worked across approximately seventy countries, advising founders, owners, and businesses in environments ranging from major financial centres to some of the most operationally challenging regions I have seen.
For more than twenty years I have repeatedly put myself in places where difficult decisions were being made — early drone technology, a growing mining company, manufacturing in Indonesia, building businesses in Papua New Guinea. The industries changed. The pattern did not.
A Papua New Guinea tourism and commercial access platform — not a tour operator alone, but infrastructure for trust, local operators, and international reach in one of the hardest environments I have worked in.
Trust travels further than technology.
From a coffee-shop discovery in Indonesia to two foundries in Java, 500+ products, and export worldwide — a decision to manufacture internationally because the relationship and the craft could not be replicated from a laptop.
Follow the manufacturing relationship, not the ecommerce trend.
A complex SDA management business was redesigned around an integrated operational framework, rapid software prototyping, ICT policy, and communications systems.
Prototype with operators before procuring software.
Current work — organisation-wide ICT, helpdesk, and technical consulting for a professional rugby league team operating across PNG and international competition.
Professional sport in hard environments needs the same corporate rigour as any business.
First in the room for a full corporate restructure — modern ICT, business systems, and innovation across two professional sporting organisations, including the Knights through a AUD $100 million privatisation.
In professional sport, technology decisions are governance decisions.
Worked with Patinack Farm as it grew into one of Australia's significant thoroughbred businesses — racing, breeding, and commercial scale reported at approximately A$500 million.
Long-cycle industries reward systems built for scale, not incremental fixes.
An IT department as a service business built years before the category had a name — flat monthly fee, unlimited support, owned equipment, and incentives aligned so Reddog only won when customers had reliable technology.
Categories are invented after someone commits early.
A real-time ERP platform built to give customers up-to-the-minute operational data through a globally scalable, containerised architecture.
Operational software must behave like infrastructure.
A language technology company repositioned toward translation marketing and support, with capital raised at increasing valuations.
Raise on the story you are becoming, not the product you are leaving.
A permissions reporting and access privilege platform designed to help organisations monitor and control access across external products.
Visibility into access is a governance problem before it is a software problem.
A rapid corporate ICT build for a distributed professional sporting organisation operating across the Asia Pacific and Europe.
Imperfect standardisation beats perfect paralysis.
A technology and innovation advisory platform used to deliver executive coaching, ICT services, growth consulting, investment consulting, and high-value strategic work.
Alignment across technology, people, and capital rarely comes from one discipline alone.
A specialised education and consulting platform focused on gaslighting, psychological bullying, influence, organisational behaviour, and how humans are manipulated or freed from manipulation.
Naming manipulation is the first step to defending against it.
Thinking · Selected decisions · Selected engagements · Timeline
If something is going wrong in one of our businesses and we cannot work out where it is, Nathan is the person I call. If he can’t find and solve it, no one can.
Over the years I’ve worked with thousands of consultants, coaches and advisors. Nathan is one of only three people I’ve seen consistently produce exceptional results.
I hired Nathan because I wanted to build a successful business. What gives me confidence is knowing that when things become difficult, he’s able to solve problems that very few people can.
Working with Nathan, it’s like he can see around corners.
Nathan is the smartest guy I have ever met.
The people I work with don’t hire me because they need more information. They hire me because they need judgement where the cost of being wrong is enormous.
I accept a limited number of advisory engagements each year. Most begin through referrals or direct introductions.