Thirteen years inside the gap between knowing and doing.

I lived the problem before I built for it.

For thirteen years I advised direct-selling corporations on systems, execution and field adoption, as an independent consultant and contractor. Selected to their advisory councils from 2013. Engaged at CEO level. Relocated to England to support the launch of Isagenix's European division, then contracted to launch two further companies into the Australian market, one alongside its incoming CEO. Keynote presenter to audiences of up to sixteen thousand, and the author of the training systems those organisations ran on.

It taught me something more useful than any of it: the difference between the people who executed and the people who stalled was almost never knowledge, talent or desire.

Everyone had been to the same trainings. Everyone had the same scripts, the same products, the same events. What separated outcomes was whether someone, usually a leader with limited hours, was there at the right moment to say: do this, next, today. Execution was a system, and almost nobody was building one.

The same problem, in five materials.

I didn't pivot into AI. I've been solving the same problem the whole time, the domain changed, the thinking didn't. As a head chef in the Hyatt Regency group, it was kitchen and service systems, so a full restaurant produced consistent food under pressure without the head chef at every station. Running my own gym and a personal training team across three franchise sites, transformation systems, so results came from a repeatable process rather than the client's fleeting willpower. In advising direct-selling corporations, duplication systems, so teams grew without depending on me being in every conversation. In wellness, behavioural systems, so people changed habits by following a path instead of remembering to. And now, in AI, intelligent systems, so the right next action surfaces on its own, exactly when it's needed.

Five industries. One job every time: build the system so the right action doesn't depend on someone remembering, deciding, or being motivated in the moment. AI isn't the through-line. System design is. AI is just the newest material I build with.

First I built systems for my teams. Then for everyone else's.

Long before it was a business, systems-building was how I led. Onboarding journeys, launch plans, follow-up frameworks, content engines, built for my own organisations, refined against real behaviour, rebuilt when they failed. Over the years that work spread: I designed and gave away systems that other leaders' organisations ran on.

Eventually the pattern demanded formalising. The Field Activation Audit turned thirteen years of pattern recognition into a repeatable executive diagnostic. Consulting engagements, including a 90-day onboarding transformation for a global wellness organisation, applied it at enterprise scale. And the diagnostic kept returning the same finding: organisations don't need more content. They need a system that sits inside the workflow and prompts the next action.

So I built the system the findings described.

Duply is that system: an execution operating system with a decision engine, AI orchestration, user memory, behavioural sequencing and automation at its core. Ask Duply is its flagship interface, an AI coach in production with live users. The Glow Project applies the same architecture to consumer wellness, built to let a single practitioner serve an established community at scale. The 3B Program applies it to field enablement and customer retention. Different audiences, different economics, one intelligence layer.

That's the throughline of everything on this site: consulting and product as one body of R&D, every engagement strengthening the architecture the next one runs on.

Four principles, applied everywhere.

• Behaviour first, technology second. Every design starts with the question "what should this person do next, and what stops them?", then works backwards to the system.
• Diagnose before building. A scored diagnostic beats an opinion, and the repeated findings become the requirements for what gets built.
• Ship small loops. Concept to deployment in tight cycles, with live feedback shaping every release, because an AI system's value is decided by how it improves after launch.
• Governance is a design input. Applying an organisation's standards where content and decisions are generated, not reviewing them after the fact.

South East Queensland, Australia.

I'm based in South East Queensland, Australia. I build alongside my partner Samantha, practitioner and voice of the Glow Project, and I still think the best product research in the world is a long conversation with someone trying to make something work.

Off the clock, home is a busy one: five children, two dogs and fourteen chickens. If you want a daily reminder that knowing what to do and actually doing it are two very different problems, run a household of twenty-one living things. The thesis holds up in the backyard too.