"NOTHING IS IMPOSSIBLE, THE WORD ITSELF SAYS “I’M POSSIBLE”! —AUDREY HEPBURN"
CIO · Board Technology Advisor · Thought Leader
Most technology transformations do not fail because of the technology. They fail because the leadership around the technology has not changed.
I have spent 30 years inside that problem — at IBM, GE, JPMorgan Chase, and in senior CIO roles across financial services, industrial conglomerates, and private equity-backed organisations across four continents.
If your board needs an independent technology
perspective, your transformation has stalled, or you need an experienced hand
during a leadership transition — this is where that conversation starts.
Education Experience Technical Skills Training & Certifications
Career Highlights Awards & Accolades
My vision is to consistently deliver innovative and reliable solutions grounded in honesty, integrity, and creative thinking. I strive to be a trusted partner and leader in the industry, leveraging my expertise to drive positive outcomes for all stakeholders.
What I Do
Board and Non-Executive Advisory
Independent technology perspective for boards and non-executive directors. I help boards ask the right questions of their technology leadership — on governance, risk, investment discipline, and whether the organisation's technology strategy is actually fit for purpose.
Private Equity Technology Advisory
IT due diligence, technology risk assessment, and post-acquisition integration support for PE sponsors and operating partners. I have worked across the full transaction lifecycle — from pre-deal assessment through post-merger integration and carve-out planning — with a focus on identifying technical debt, rationalising cost, and aligning technology with value creation plans.
Interim and Fractional CIO
Experienced leadership during transitions, post-acquisition integration, and periods of heightened operational or cyber risk. These engagements typically involve rapid assessment of the IT environment, stabilisation of critical systems, reinforcement of governance and compliance, and preparation for permanent leadership succession.
Digital Transformation and IT Strategy
Strategy development and execution oversight for boards and executive teams undertaking large-scale technology change. My focus is on the decisions that determine outcomes — where to invest versus where to simplify, how to modernise without amplifying operational or cyber risk, and how to maintain alignment between technology priorities and business strategy as conditions change.
About
Technology rarely fails organisations on its own. The infrastructure works, the platforms are deployed, the consultants deliver. What fails is the leadership model around the technology — the accountability structures, the decision rights, the discipline with which strategy is translated into execution. I have spent 30 years working on that problem.
I began at IBM as a Programme Manager, moved to GE as Head of IT during the organisation's first major technology transformation, and then spent eight years at JPMorgan Chase in senior IT leadership during a period of significant operational and regulatory change. I went on to serve as Executive Vice President at a global technology consulting firm, managing delivery centres across Kuala Lumpur, India and the Philippines, before taking on a Group CIO role for a large diversified industrial conglomerate in the Middle East — where I led an IT organisation of over 300 professionals and managed an environment of 15,000 servers. I currently serve as CIO at US SC in New York, overseeing global IT operations with a particular focus on security, resilience and operational efficiency.
Alongside executive roles, I have advised boards, investment committees and operating partners on technology governance, IT due diligence, post-merger integration, cybersecurity oversight and IT operating model design. These engagements have spanned financial services, private equity, regulated enterprises and complex multinational organisations — often in situations where technology risk was high, trust in the existing IT leadership was low, or a significant decision needed an independent and experienced perspective.
I write regularly here — long-form articles on IT leadership, transformation, governance and the organisational dynamics that determine whether technology investment delivers or disappoints. The writing reflects what I have seen in practice. It is not optimistic or pessimistic about technology — it is direct about what the evidence shows.
#StrategicITLeadership #DigitalTransformation #EnterpriseCybersecurity #CloudGovernance #DataIntelligence