I'm drawn to businesses at an inflection point — where the brand is proven but the operating infrastructure needs to catch up with the ambition.
Most of the time, that gap isn't a strategy problem. It's a systems problem. And systems problems are solvable — if you're willing to do the unglamorous work of building the right structure, installing the right rhythms, and giving people the clarity they need to execute consistently.
Consistency is a systems problem, not a people problem
Clarity over control
Shared language, visible data, rhythmic contact
How I think about operations
For any network - franchise or multi-site - the challenge isn't creating more process. It's ensuring the process that exists is actually being followed consistently across every location. The goal is to make compliance the path of least resistance, not an imposition. When operators feel the system is working for them rather than being imposed on, consistency follows.
Most performance problems aren't people problems — they're visibility problems. When people know exactly what they own, what the target is, and how it's measured week to week, you don't have an accountability gap. You have a clarity gap. Fix the clarity, and accountability largely takes care of itself. If people are clear on what they're accountable for, what good looks like, and have the support and resources to do the job — they don't need to be managed closely. They need to be trusted. My job as a leader is to remove obstacles, not create them.
Network consistency breaks down in three predictable places: when locations and head office are using different metrics and benchmarks; when performance data arrives too late to act on; and when the only time operators hear from support is when something is wrong. The fix is deliberate — a common performance language across the network, dashboards that show what matters in near real-time, and a contact cadence built on relationship, not reaction.
The career behind the thinking…
I started in the UK running a 15-site health club portfolio with 280+ staff and full P&L accountability. That environment — complex, operationally demanding, unforgiving of inconsistency — is where the foundations were built. It's also where I learned that the gap between a good strategy and a good result is almost always execution.
Moving to Australia, I built GymLink — the country's first online fitness lead-generation platform — from the ground up over 20+ years, growing it to 3,500+ business clients and 350,000+ leads with full commercial and P&L ownership. Building something from zero while simultaneously running it commercially gave me a perspective on operational discipline that you can't get any other way.
As COO at Air Locker Training, I designed the national franchise operating model from scratch — playbooks, KPI frameworks, governance systems, and expansion infrastructure for 20+ pipeline locations. As CRO at Supafitgrow, I led revenue strategy across Australia, the US, and Canada, delivering 60% sales growth and 25% churn reduction through CRM-driven pipeline visibility and performance cadence.
Across all of it, the work has been the same: close the gap between ambition and execution. Build the infrastructure that makes scale possible. Give teams the clarity they need to perform without constant supervision.
I'm based on the Gold Coast, Queensland. I hold an Executive MBA with Distinction from RMIT. Outside of work, I'm as likely to be found in a gym as running one — the industry I've spent my career in is one I genuinely believe in, but I also know how much potential is lost when good businesses lack the systems, structure, and commercial clarity they need to perform.
Let’s connect
If you're building something in fitness or wellness and the ops need to catch up on the ambition — let’s talk.