I am a specialist in modern legal service delivery having co-founded one of the world's first "NewLaw" firms in London before working with some of the largest and most diverse legal functions across APAC, EMEA and North America as a partner at the Big Four. Most recently, I was the Head of Legal Operations Transformation Services for APAC at KPMG where I built and led a high-performing, Band One Chambers-ranked capability.

I began my career MinterEllison and held several inhouse legal roles at major companies in Australia and the UK as commercial, technology and outsourcing lawyer before moving into the NewLaw space, bringing a unique perspective on the opportunities and challenges facing inhouse legal functions.

I am qualified in Victoria, England and Wales, and New South Wales and am a Lean Six Sigma green belt.

Career highlights

• Designed an award winning analytics tool to measure the maturity of legal function operating models and extract activity data to demonstrate the return on investment for adoption of process improvements and legal technology.
• Worked with a leading Australian headquartered global financial services organisation to understand and measure the current state of their legal and governance function and create a prioritised roadmap of initiatives for improvement.
• Worked with a global pharmaceutical and medical technology company with circa 1,000 legal professionals to help measure and prioritise their innovation opportunities, with a particular focus on legal technology, and build the case for implementation of new tools to drive efficiencies and better governance.
• Assisted a leading Australian food company to "spec and select" a new contract lifecycle management solution for legal and procurement, including function and non-functional requirements prioritisation and vendor demonstrations and scoring.
• Partnered with a global pharmaceutical and medical technology company on the roll out of a matter management platform across APAC, including configuration requirements, project management and change management.
• Designed and delivered manage legal services to numerous clients, including one of the world's largest technology companies and world's largest FMCG companies to deal with their high volume, low risk commercial contracts in a right-sourced, technology enabled and cost effective manner.
• Oversaw delivery and continuous improvement of a multi-year managed legal service dealing with hundreds of sale side SaaS agreements, including contract automation and structured negotiation to close, achieve transformational improvement on time to execution.
• Worked with numerous Australian corporates on identification and prioritisation of Generative AI use cases and strategies for demonstrating the potential return on investment.
• Redesiged and redrafted modular, high volume contract suite, including paybook of fallback positions, for a major UK headquartered supermarket.
• Negotiated multiple cross-jurisdictional facilities management outsourcing agreements for a Scandinavian based facilities management services company.

• AI in academic investigations: efficiency vs integrity
  

  AI will profoundly impact higher education. Whilst the more fundamental impacts are playing out, universities are using AI to address immediate challenges, including student academic misconduct.

• AI for in-house legal teams: five pillars for success
  

  Unlock AI’s full potential by reimagining your in-house legal operating model. Align five pillars – strategy, people, sourcing, processes and tech.

• AI for in-house legal teams: start with legal strategy
  

  AI alone will not transform legal teams. Success comes from aligning strategy, service design and AI use cases, supported by strong governance. This is what delivers lasting impact.

• AI for in-house legal teams: optimising workflows for impact
  

  Broken processes undermine AI impact. Strategic workflow redesign delivers immediate efficiency gains while unlocking AI's true potential.

• AI for in-house legal teams: rethinking your delivery model
  

  AI is redefining how in-house legal teams can deliver work, driving efficiency, value and strategic impact.

• Two sides of Generative AI risk management: inputs and outputs
  

  Unchecked generative AI inputs and outputs risk legal and regulatory exposure, business disruption and trust. Strong governance and culture unlock Generative AI’s true value. 

• Australia introduces a national AI plan: Four things leaders need to know
  

  Australia has released its long-awaited National AI Plan. This article outlines the Plan and what ers should prioritise next. 

• Breaking the AI investment deadlock
  

  Despite recognising AI's potential, many in-house legal teams struggle to secure investment. We examine the data deficit and what budget holders want to know and provide practical steps to build data-driven business cases to transform AI investment discussions.

• AI for in-house legal teams: leading people through AI change
  

  Discover why legal teams hesitate to adopt AI and explore practical change management strategies to build trust and encourage engagement.

• AI for in-house legal teams: evaluating the technology
  

  Equip your legal team to ask the right questions and ensure technology delivers real, risk-managed value.