Connecting marketing to revenue.

I connect customer insight, data, technology and teams to strengthen how marketing attracts, engages and retains customers. By making complex problems easier to understand, I help teams identify where customers drop off, where processes slow them down and what needs to change.

My experience spans campaign strategy, lifecycle and marketing operations, bringing teams together around clear priorities and measurable outcomes. I take a practical approach to AI: testing useful applications, checking whether they improve the work and helping teams adopt them.

Explore my work View career experience

Where I’ve made a difference

Experience and achievements.

Explore the opportunities I identified, the work I led and what changed. Choose a category to browse related experiences and achievements.

#experiences-collection[hidden]{display:block!important}.category-grid,.collection-tools,#hide-collection{display:none!important}All experience stories are available below.

Selected experience and achievements

Six starting points. Open a story to see the decisions, delivery and results.

MegaportFive opportunities · ~$1.5m potential ARR

Channel-agent ABM across 40 target accounts, with 10 accounts booking Sales meetings.

Read the full story →Megaport / LatitudeUnassigned enquiries: 15% → 2%

Following the Latitude acquisition, median first Sales contact also fell from two business days to one.

Read the full story →MegaportEstimated 60% less Sales research effort

Lead context delivered in Slack; median first Sales contact fell from four hours to two.

Read the full story →MegaportCampaign review: over 30 minutes → five

Across 40 campaigns, repeat correction rounds also fell from 35% to 10%, with human launch approval retained.

Read the full story →Athena Home LoansAUD $6m–$8m in settled lending per campaign

Additional-lending campaigns supported 15–20 attributed settlements for existing customers.

Read the full story →Mortgage Choice4.9% refinance conversion

Predictive retention taken from broker pilot to broader rollout at Mortgage Choice.

Read the full story →

Select a category or open a featured story.

Experience stories

Megaport

Focusing channel marketing on a $1.5m potential ARR opportunity

I identified a channel-agent opportunity and led a coordinated campaign across paid media, digital and content, focusing support on 40 target accounts.

Ten target accounts booked Sales meetings, with five progressing to opportunities representing approximately $1.5m in potential annual recurring revenue.

Read the full story

The context

Channel-agent pipeline and the potential recurring revenue of target accounts suggested an opportunity for more focused marketing investment.

The opportunity I saw

I saw an opportunity to concentrate marketing support on a defined group of channel-agent accounts, connecting campaign activity more closely with Sales and Channel priorities.

What I shaped and led

I identified the opportunity, set campaign priorities and led strategy across paid media, digital and content. The campaign focused on 40 target accounts, with success measured through account engagement, Sales meetings and opportunity progression.

How we made it happen

We coordinated paid media and supporting content around the target accounts, backed by campaign workflows to manage delivery and follow-up with Sales and Channel.

How it worked

Paid activity and digital content supported account engagement. Campaign responses informed follow-up, while account-level reporting tracked movement into Sales meetings and qualified opportunities.

What changed

Ten of the 40 target accounts booked Sales meetings, a 25% account-to-meeting rate. Five progressed to qualified opportunities, representing 12.5% of target accounts and approximately $1.5m in potential annual recurring revenue.

Measurement notes

Results cover a three-month campaign and three additional months of follow-up. The approximately $1.5m represents potential annual recurring revenue across five opportunities, rather than realised revenue. Marketing supported progression alongside Sales and Channel.

Megaport

Matching account effort to readiness in an APAC ABM pilot

I led a three-month APAC pilot with Sales, matching marketing activity and individual account planning to the readiness of 60 target accounts.

Twelve low-awareness accounts moved into meaningful engagement. Eight of the other 30 accounts booked Sales meetings, with three qualified opportunities representing approximately AUD $600k in potential pipeline.

Read the full story

The problem

The 60 target accounts were at different stages. Some were a good fit but knew little about Megaport; others were engaged or ready for focused Sales attention. Treating them all alike would spread effort too thinly.

My decision and contribution

I led the pilot with APAC Sales pods and shaped three groups: 30 suitable but low-awareness accounts, 20 engaged but not ready, and 10 ready for focused Sales attention. I reserved individual account planning for the final group.

How we delivered

We matched buyer interviews, LinkedIn engagement and retargeting, webinars and account-specific content to each group. ZoomInfo supported targeting, Marketo supported engagement and Salesforce supported account follow-up. The segmentation gave Marketing and Sales a shared basis for deciding where to focus.

What changed

Twelve of the 30 low-awareness accounts moved into meaningful engagement, and that group generated 10 discovery calls. Eight of the other 30 accounts booked Sales meetings. Three qualified opportunities represented approximately AUD $600k in potential pipeline at pilot end. Target-account webinar attendance exceeded 50%, compared with a usual 40%.

Measurement notes

Results cover a three-month, 60-account pilot. The low-awareness group’s discovery calls and the other group’s meeting accounts are different measures. AUD $600k is potential pipeline at pilot end. This is separate from the 40-account channel-agent programme.

Megaport

Engaging buying groups to progress stalled accounts

I shaped a buying-group approach that used Sales conversations and deal evidence to identify who else needed to be involved and what content would help them.

Accounts engaging at least two relevant people increased from 12 to 35. Eighteen stalled accounts resumed progression, supporting four opportunities with approximately AUD $800k in recorded value.

Read the full story

The problem

Leads within 130 accounts had reached Sales Working Engaged but were not progressing. We needed to understand the wider buying decision, including people we were not reaching and questions we were not answering.

My decision and contribution

I shaped a buying-group approach, using Sales conversations and deal evidence to decide who else needed to be involved and what content would be relevant to them.

How we delivered

We reviewed Gong conversations and deal evidence, then developed stakeholder-specific content. We tracked engagement across relevant people within each account, alongside movement into Sales meetings and qualification.

What changed

Accounts engaging at least two relevant people increased from 12 to 35 across the 130-account pilot. Eighteen previously stalled accounts resumed progression. Six accounts reached Sales meetings, four progressed to SQL, and four opportunities represented approximately AUD $800k in recorded value.

Measurement notes

Four of six meeting accounts progressed to SQL, a small sample. The baseline of 12 accounts measures engagement, not SQL progression. AUD $800k is recorded opportunity value, rather than realised revenue.

Athena Home Loans

Helping more customers reach an assessment-ready application

I identified application drop-off and led changes combining Intercom guidance, submission with expenses outstanding and follow-up from the inbound team.

Application submission increased from 40% to 48%. The proportion of application starters reaching an assessment-ready application increased from 30% to 36%.

Read the full story

The problem

Customers were dropping out during the application, with a particular point of friction when they needed to enter their expenses. First-home buyers also needed guidance to move through the process.

My decision and contribution

I questioned whether customers needed to complete the expenses section before submitting. I shaped an approach that gave them a way forward and connected incomplete applications with practical support.

How we delivered

We used Intercom to guide first-home buyers and tested allowing customers to submit with expenses outstanding. The inbound team then contacted them to explain what was needed and help them complete the remaining information. Expenses still needed to be collected for assessment.

What changed

Submission increased from 40% to 48%, while abandonment at the expenses step fell from 35% to 22%. Among customers who submitted with expenses outstanding, 75% completed that information within seven days. Overall, 36% of application starters reached an assessment-ready application, compared with 30% previously.

Measurement notes

The reported submission and assessment-readiness changes are eight and six percentage points respectively; expenses-step abandonment fell 13 percentage points. The seven-day completion measure covers customers submitting with expenses outstanding. These are observed comparisons; the reporting period, sample size and test/control design are not recorded here. This initiative is separate from the previously reported 2.4- and 1.6-percentage-point Athena journey improvements. Assessment-ready does not mean approved or settled.

Athena Home Loans

Making customer messages work together

I led customer messaging in Salesforce Marketing Cloud, bringing teams together to agree who should receive each message, when and which communication took priority.

Overlapping campaign messages fell by 45%, and unsubscribe rates fell from 0.40% to 0.25%. Additional-lending campaigns generated approximately AUD $6m–$8m in attributed settled lending per campaign.

Read the full story

The problem

Different teams had valid reasons to contact the same Athena customers. We needed to manage the overall experience, including message timing, eligibility and competing communication priorities.

My decision and contribution

I led the messaging approach in Salesforce Marketing Cloud and brought stakeholders together around eligibility, lifecycle stage, message priorities and exclusions. I wanted relevant communications to support loyalty and additional lending.

How we delivered

We agreed the business rules and introduced the capability in phases. Salesforce Marketing Cloud used eligibility, lifecycle stage, events and interests to guide communications; shared priorities and exclusions determined which messages a customer could receive. Additional-lending campaigns encouraged existing customers to bring other home loans to Athena.

What changed

The proportion of customers receiving overlapping campaign messages fell from 20% to 11%, a 45% reduction. Unsubscribe rates fell from 0.40% to 0.25%. Additional-lending campaigns generated around 50–75 enquiries and 15–20 attributed settlements per campaign, representing approximately AUD $6m–$8m in settled lending. Across matched campaign cohorts, approximately 27% of enquiries progressed to settlement.

Measurement notes

Overlap fell nine percentage points, or 45% relatively; unsubscribes fell 0.15 percentage points. Lending ranges are approximate per campaign. The approximately 27% conversion uses matched campaign cohorts. Settled lending is loan principal, rather than company revenue.

Mortgage Choice

Turning customer insight into proactive home-loan reviews

I identified the opportunity, built the commercial case with analysts and led the initiative from a broker pilot to broader rollout.

The three-month loan-review pilot recorded 132 pre-approved opportunities. The predictive retention programme achieved a reported 4.9% refinance conversion.

Read the full story

The context

Mortgage Choice had established customer relationships, but lacked a consistent process across the broker network for identifying when customers could benefit from a home-loan review.

The opportunity I saw

I saw an opportunity to use customer data and predictive insight to help brokers identify customers who might benefit from a review and contact them proactively.

What I shaped and led

I owned the initiative, worked with analysts on the opportunity and financial case, secured stakeholder support and led delivery from pilot to rollout. A specialist developed the predictive model; my role was connecting the customer opportunity, commercial case and broker delivery.

How we made it happen

We approached 50 franchises of different sizes and locations to test the approach. The pilot examined customer data, outreach triggers, communication channels and how the process fitted into brokers’ day-to-day work.

How it worked

Predictive insight helped identify customers for proactive outreach. The programme connected those signals with customer communications and broker follow-up, creating a more consistent approach to home-loan reviews.

What changed

The three-month loan-review pilot recorded 132 pre-approved opportunities. The predictive retention programme progressed to broader rollout and achieved a reported 4.9% refinance conversion.

Measurement notes

The 132 opportunities were at pre-approval stage, rather than settled loans. The 4.9% measures refinance conversion, not a reduction in customer churn.

Mortgage Choice

Turning an overlooked database into customer relationships

I identified the opportunity and developed the nurture business case, making it a distinct reactivation initiative.

The programme converted 189 records to customers in FY19.

Read the full story

The context

Mortgage Choice held a database of records that were not being consistently developed into customer relationships.

What I shaped and led

I identified the opportunity and developed the nurture business case, making it a distinct reactivation initiative.

What changed

The programme converted 189 records to customers in FY19.

Mortgage Choice

Building always-on campaigns around customer behaviour

I led the Always On and owned-channel strategy, with behavioural decisioning, segmentation and reusable journeys.

Automated nurture and trigger campaigns achieved 257% of their conversion target.

Read the full story

The context

Mortgage Choice’s customer engagement remit covered owned channels, acquisition and ongoing customer communications through a broker network.

The opportunity I saw

The opportunity was to build an always-on approach using customer behaviour and segmentation to make communication more relevant.

What I shaped and led

I led the Always On and owned-channel strategy, with behavioural decisioning, segmentation and reusable journeys.

How we made it happen

We used segmentation and behavioural decisioning to support automated customer campaigns and reusable communications.

How it worked

Customer segments and behavioural rules guided journey entry and campaign treatment. The approach supported reusable, automated communications.

What changed

Automated nurture and trigger campaigns achieved 257% of their conversion target.

Measurement notes

This result measures performance against the campaign conversion target, rather than a 257% increase in conversion rate.

Megaport

Testing AI-assisted outreach before scaling it

I shaped the pilot’s targeting rules, strict ICP filters and launch controls with MarTech, Marketing Automation and RevOps, keeping the rollout small and controlled.

Preparation time reduced from around 21 to seven minutes per account, a calculated reduction of about 67%. One of the 26 tested accounts reached MQL and SDR follow-up.

Read the full story

The context

Website intent could identify accounts, but preparing useful outbound outreach still required research, contact identification and drafting.

The opportunity I saw

I wanted to test whether AI could reduce that preparation effort while keeping targeting and outreach decisions under human review.

What I shaped and led

I shaped the pilot’s targeting rules, strict ICP filters and launch controls with MarTech, Marketing Automation and RevOps, keeping the rollout small and controlled.

How we made it happen

We tested 26 accounts from a cohort of 80 intent-detected accounts. Human review caught a proposed customer contact because an exclusion dataset was missing, before outreach was sent.

How it worked

Website intent → account and contact recommendation → research and draft → human checks for exclusions and context → approval or editing.

What changed

Preparation time reduced from around 21 to seven minutes per account, a calculated reduction of about 67%. One of the 26 tested accounts reached MQL and SDR follow-up.

Measurement notes

Preparation time includes research, contact identification, website-activity review and drafting, followed by human checking and editing. The 26-account pilot produced one marketing-qualified account for SDR follow-up; it was an early pilot, rather than a scaled revenue result.

Megaport

Reducing campaign review time by more than 83%

I led the design, launch and adoption of an AI-assisted campaign review tool in Slack, working with a martech contractor on the technical build.

Across 40 campaigns, median review and correction time fell from more than 30 minutes to five. Campaigns requiring another correction round fell from 35% to 10%, with human launch approval retained.

Read the full story

The problem

Campaign information was spread across briefs, emails, landing pages and follow-up copy. Reviewers repeatedly caught inconsistencies in audience fit, claims and next steps. Review and correction took more than 30 minutes per campaign.

My decision and contribution

I owned the review approach: checklist, AI prompts, issue priorities and tool requirements. I worked with a martech contractor on the technical build and led testing, training, launch and adoption through my team. We agreed what the AI should assess, how findings should be presented and where human judgement remained essential.

How we delivered

Campaign owners supplied a campaign number and supporting file through an API-connected Slack plugin. A Python workflow using the Claude API reviewed submitted campaign materials against the approved brief, combining fixed checks with judgement about messaging, audience fit, claims and next steps. Findings were prioritised for owner review and correction before human launch approval. The contractor built the tool using Replit within a campaign environment supported by Salesforce and Marketo. Live Marketo configuration remained a separate check.

What changed

Across 40 campaigns, median review and correction time fell from more than 30 minutes to five, a reduction of more than 83%. Campaigns requiring another correction round fell from 35% to 10%. Approximately 10% of AI findings were dismissed as unnecessary or incorrect. No material asset or copy errors were identified after launch during the review period. Human launch approval remained in place.

Measurement notes

Results cover 40 campaigns. Time includes review and correction, not total production. Repeat correction rounds fell 25 percentage points. Dismissed findings measure unnecessary flags, not missed issues. Post-launch quality covers material asset and copy errors identified during the review period. Live Marketo configuration was checked separately.

Megaport

Giving Sales the context to follow up faster

I designed and led the rollout of a workflow that brought company, contact and engagement information into Slack, reducing the research Sales needed before following up.

Research effort fell by an estimated 60%. Median first Sales contact fell from four hours to two, and lead-to-meeting conversion rose from 10% to 13% across comparable cohorts.

Read the full story

The problem

Sales received lead notifications but still had to research the company, check existing relationships and review previous engagement across different systems.

My decision and contribution

I identified the problem, designed the process and set requirements for a useful summary with a clear owner. I led testing, training and business-wide rollout. My martech engineer owned the technical implementation.

How we delivered

A Zapier-connected workflow combined ZoomInfo enrichment, existing-contact and possible-duplicate checks, and engagement summaries. Slack messages tagged the relevant SDR or Sales owner. Individual engagement stayed separate from wider company engagement. Possible duplicates went separately to Sales Ops for review and manual reassignment.

What changed

Research effort fell by an estimated 60%, saving around six minutes per use across approximately 150 weekly uses. Notifications containing the agreed lead context increased from 40% to 95%. Median first Sales contact fell from four hours to two, and the proportion contacted within four hours rose from 55% to 85%. The workflow successfully processed 97% of eligible leads. Notifications requiring manual owner correction fell from 12% to 4%. Lead-to-meeting conversion rose from 10% to 13% across comparable cohorts.

Measurement notes

A four-week review informed the estimated research reduction, from around 10 to four minutes per use. Six minutes across approximately 150 weekly uses represents 15 hours of user capacity, or around 13 hours after operating effort. Contact speed, processing, owner corrections and conversion are separate observed measures; conversion compares comparable cohorts. Capacity released is not payroll savings.

Megaport

Redesigning qualification around buying intent

I led the framework design and worked through qualification, nurture, routing and launch controls with Marketing Automation, MarTech and RevOps.

The initial phase launched in October 2026, introducing different qualification, nurture and routing treatment for different commercial journeys.

Read the full story

The context

Marketing-qualified lead volume masked substantial differences in active Sales engagement between product sign-ups and explicit buying requests.

The opportunity I saw

I saw a need to qualify and route different commercial journeys differently, rather than treat every accumulated score or sign-up as equivalent buying intent.

Why I changed the approach

The August diagnostic found 28 of 453 verified product sign-up MQLs had progressed to active Sales engagement. This informed the redesign; it is not a post-launch result.

What I shaped and led

I led the framework design and worked through qualification, nurture, routing and launch controls with Marketing Automation, MarTech and RevOps.

How we made it happen

We separated direct prospects, customer expansion, partners, alliances, Latitude and former customers before defining treatment, ownership and qualification rules. The initial phase launched in October 2026.

How it worked

Marketo rules and the Salesforce lifecycle connected commercial motion, buyer signals, qualification, nurture and routing. Hand-raisers retained a clear Sales path; weaker interest could receive further nurture.

What changed

The initial phase launched in October 2026. It established different treatment for direct prospects, customer expansion, partners, alliances, Latitude and former customers, with qualification and ownership rules suited to each journey.

Megaport

Growing website traffic and improving conversion

I led priorities and delivery through the team across the homepage, campaign landing pages, forms, calls to action and search content.

Monthly visits grew 69%, from 32,687 in January to 55,256 in September 2026. Website conversion improved by a reported 19.1% relative to January.

Read the full story

The context

Megaport’s website supported campaigns across multiple channels. The work covered how visitors arrived, understood the offer and moved towards an enquiry.

The opportunity I saw

I saw an opportunity to connect campaign activity more closely with the page experience, giving visitors clearer information and a more coherent path to the next step.

What I shaped and led

I set priorities for improving how the website supported campaigns and generated enquiries. I led delivery through the team across key pages, content, forms and calls to action.

How we made it happen

We reviewed campaign destinations and the steps visitors took towards an enquiry, using those findings to prioritise page, content and conversion work.

How it worked

Visitors moved from campaign messaging to a relevant page and a clear next step. Forms connected their enquiry to the follow-up process.

What changed

Monthly website visits grew 69%, from 32,687 to 55,256 between January and September 2026. Website conversion improved by a reported 19.1% relative to January.

Measurement notes

Traffic covers all channels, including paid media and a September paid-social spike. These overall results do not isolate the effect of individual website changes.

Megaport / Latitude

Integrating an acquired business without losing sight of live demand

I led Marketing Operations and GTM enablement following Megaport’s acquisition of Latitude, prioritising new inbound enquiries before the wider integration.

Unassigned enquiries fell from 15% to 2%, while median time to first Sales contact fell from two business days to one. By August, Latitude pathways handled 708 marketing-qualified leads.

Read the full story

The context

Megaport’s acquisition of Latitude brought together businesses with different marketing systems, funnels and lead-handling processes. We needed to bring Latitude demand into Megaport’s environment and establish clear ownership and follow-up for incoming enquiries.

The opportunity I saw

I saw an opportunity to sequence the integration around commercial urgency, making new enquiries actionable for Sales before moving through the wider record populations.

What I shaped and led

I set priorities and led the Marketing Operations and GTM enablement work, coordinating dependencies with Sales Ops and GTM. My focus was on lead identification, routing and follow-up, alongside the practical delivery of the integration.

How we made it happen

We prioritised new inbound leads, followed by active opportunities, customers and cold leads. After go-live, I reviewed progression to identify qualification and routing issues and guide the next improvements.

How it worked

Salesforce and Marketo supported lead capture, Latitude identification and routing. Sales Ops supported ownership and lead-handling processes, while GTM supported Gong workflows for follow-up.

What changed

The integrations went live, establishing a process for handling Latitude demand within Megaport’s environment. Unassigned enquiries reduced from 15% to 2%, while median time to first Sales contact fell from two business days to one. By August, Latitude pathways accounted for 708 MQLs, approximately 70% of Megaport’s monthly total.

Measurement notes

The 708 marketing-qualified leads represent volume handled through Latitude pathways in August, approximately 70% of Megaport’s monthly total. They are not a measure of incremental demand or revenue generated by the integration.

Athena Home Loans

Building lifecycle communications around the lending journey

I led Salesforce Marketing Cloud from design through rollout and held Product Owner responsibility for SFMC and Intercom, aligning platform priorities with customer and business needs.

The platform rolled out and enabled customer communication capability. Across the wider Athena remit, application-journey conversion improved by 2.4 percentage points and Submit-to-Post-Unconditional conversion by 1.6 percentage points.

Read the full story

The context

Athena’s customer communication remit spanned acquisition, lending, servicing and customer support.

The opportunity I saw

The opportunity was to establish a platform capability around customer and business needs and connect it with lifecycle delivery.

What I shaped and led

I led Salesforce Marketing Cloud from design through rollout and held Product Owner responsibility for SFMC and Intercom, aligning platform priorities with customer and business needs.

How we made it happen

We established the platform and customer communication capability, with orchestration developed around eligibility, lifecycle stage and communication priorities.

How it worked

Salesforce Marketing Cloud supported lifecycle orchestration, with rules guiding which communications were relevant to each customer.

What changed

Measurement notes

The conversion gains are separate journey outcomes across the wider Athena remit. They are not attributed solely to the SFMC implementation.

StockPay

Creating a CRM and lifecycle foundation

I led the Salesforce CRM and Braze implementations from design to rollout, through a team spanning data, digital marketing and communications.

Salesforce CRM and Braze were delivered alongside the first customer programmes and website launch.

Read the full story

The context

StockPay needed customer data and communication foundations to support its initial customer programmes.

The opportunity I saw

I saw an opportunity to develop the platforms alongside the programmes they needed to support, giving the team a practical starting point for customer engagement.

What I shaped and led

I led the Salesforce CRM and Braze implementations from design to rollout, through a team spanning data, digital marketing and communications.

How we made it happen

We coordinated CRM and lifecycle delivery with the first customer programmes and website launch.

How it worked

Salesforce CRM provided the customer relationship management foundation, while Braze supported lifecycle communications.

What changed

The platforms and initial customer programmes were delivered, establishing a foundation for managing customer information and communications.

MegaportFramework established

Designing nurture around the customer’s next step

I shaped a nurture approach that connected campaign engagement with relevant follow-up, qualification and commercial ownership.

A documented nurture framework set out different treatment for direct prospects, customer expansion, partners and alliances.

Read the full story

The context

Campaign interest can begin with a webinar, event, content interaction, pricing research or a portal sign-up. Those signals do not all mean someone is ready for Sales.

The opportunity I saw

Keep follow-up relevant to the topic, product and relationship with Megaport, giving people a useful next action while intent develops.

Programme direction

The framework connected engagement, nurture, qualification and routing, with different treatment for direct prospects, customer expansion, partners and alliances.

The documented approach

Each play defined the audience, starting signal, relevant follow-up, qualification exit, owner and measurement. Explicit commercial requests retained a clear path to the appropriate owner.

How it worked

The design used rules in Marketo linked to lifecycle stages and ownership in Salesforce.

Delivery and measurement

The output was a documented approach and proposed playbooks. This story describes programme design, rather than claiming a measured conversion or revenue uplift.

Athena Home Loans

Reducing avoidable customer support demand

My Athena remit included customer servicing and transactional automation, alongside acquisition and lending communications.

21% fewer support enquiries; released manual capacity equivalent to around three full-time roles.

Read the full story

The context

Athena’s communication remit covered loan servicing, customer support and transactional work as well as marketing and lending journeys.

The opportunity I saw

Use relevant customer communication and automation to reduce repeated manual servicing work and help customers get the information they need.

What I shaped and led

As Head of Marketing Automation, I led customer communication and platform work across Marketing, Operations and Technology, including servicing and transactional communications.

How we made it happen

We used customer communications and automation to address repeated servicing work and help customers access information.

How it worked

Salesforce Marketing Cloud supported customer communications. Intercom also sat within my product-ownership remit.

What changed

Support enquiries reduced by 21%. Servicing and transactional automation released manual capacity equivalent to around three full-time roles.

Measurement notes

The support-enquiry reduction and capacity release are separate servicing outcomes. Capacity released does not mean headcount reduction or cash savings.

Career history

Experience across customers, marketing and technology.

Megaport

August 2024–November 2026

Senior Director, Marketing Operations

Promoted September 2025; joined as Head of Marketing Operations.

Remit and accountability: I ran much of the engine behind marketing, from advertising, sponsorships and campaigns to how we qualified customer interest and helped opportunities move forward.

My remit also covered the website, both its technical development and user experience, customer lifecycle, marketing technology and data.

I led the strategy and delivery through my team, working with global and regional marketing leaders, sales leaders and channel teams to bring the work together and turn plans into results.

Leadership scope: Seven direct reports, plus one indirect report. Four-region remit; AUD $6m operating budget, including $2.5m in media.

Athena Home Loans

March 2022–August 2024

Head of Marketing Automation

Remit and accountability: I brought customer and broker communications together with the technology supporting them, helping people move from enquiry to application and through their ongoing relationship with Athena.

I led the work across acquisition, nurture, servicing and additional lending, bringing teams together to make the overall experience clearer and more connected.

I held Product Owner responsibility for both Salesforce Marketing Cloud and Intercom, turning customer and business needs into practical platform improvements.

Explore the application journey changes →

Leadership scope: Two direct reports, plus two indirect reports. Cross-functional programme and product leadership across Marketing, Operations and Technology.

StockPay

July 2021–February 2022

Head of CRM & Lifecycle Marketing

Remit and accountability: I built the customer and marketing foundations at StockPay, bringing customer data, technology and communications together so the team could start delivering.

I led Salesforce CRM and Braze from design through rollout, alongside the website launch and first lifecycle programmes. My focus was making sure the platforms supported what we needed to do, with the systems and first programmes live and ready to build on.

Leadership scope: Three direct reports across data, digital marketing and customer communications.

Mortgage Choice

November 2016–May 2021

Senior Customer Engagement Manager

Remit and accountability: At Mortgage Choice, I led customer engagement and lifecycle marketing, helping us attract customers, keep them engaged and give brokers useful reasons to get in touch at the right time.

Leadership scope: Three direct reports across content, social media and marketing automation.

NAB Wealth

February–October 2016 · Contract

Consultant, Advice Marketing

Remit and accountability: I brought people and marketing activity together to support the advice business, connecting customer journeys, integrated campaigns and product launches.

I worked across business stakeholders and delivery teams to take the work from planning through to launch, keeping resources, reporting and risk requirements on track.

Leadership scope: One indirect report.

How I lead

Leadership, people and performance

Recognition and development

RecognitionDigital Marketer of the Year 2025

Women in Digital

Leadership developmentLeadership Beyond the Theory

June 2026 · Eight modules of the No Bullsh!t Leadership framework

View certificate →

I care deeply about people and hold a clear standard for the work. I set direction, make ownership clear and give specialists the support and accountability to make decisions and deliver.

At Megaport, I built a team of four APAC-based direct reports into a global function across four regions, with seven direct reports and one indirect report. I also managed agencies, contractors and vendors, and clarified responsibilities across nine functional areas.

Where I’d like to make a difference next

Shaping marketing, connecting GTM and leading growth

I’m looking for a broader marketing leadership role where I can help shape the go-to-market strategy, decide where to focus investment and lead delivery across campaigns, digital, content and the customer lifecycle.

I enjoy connecting customer insight with commercial priorities, bringing Marketing, Sales and other teams together around a clear plan. I want to build on my experience in data, technology and operations to strengthen the overall marketing approach and lead a team that delivers results.

Based in Sydney, Australia.

Get in touch Connect on LinkedIn View my resume