Acuity

Seeing clearly ~ Understanding deeply
Acutia cuts through complexity to reveal what truly matters

Strategic Integrity

Connecting decisions to purpose and outcomes
A disciplined, evidence‑based approach that ensures decisions are sound, defensible, and aligned with intent

Value Clarity

Knowing where value is created, at risk, or unlocked
Helping leaders protect, strengthen, generate and confidently act on what matters most

Strategic Real Estate Advice

Independent judgement for decisions that carry weight

What We Do

We help leaders make clear, defensible decisions about the property challenges in front of themOur advice is grounded in lived experience across government, ASX‑listed and global organisations — experience that holds up under scrutiny when decisions carry real consequences

How We Support You

Clients bring challenges to us seeking:• Clarity on the real problem or opportunity— disentangling the challenge to distill what matters when the issues are messy, political or poorly defined
• Asset and portfolio performance insights where potential intersects with broader organisational strategy
• A defensible set of strategic options for portfolios, precincts or major assets
• Commercial logic and transaction framing to support acquisition, divestment or repositioning decisions
• A clear view of risks, dependencies and implications across policy, capital, governance and delivery
• Translation of technical, financial and stakeholder inputs into a structured, decision‑ready narrative
• Independent assumptions testing to reveal potential gaps or blind spots and strengthen the case
• An external perspective when internal teams are too close to the issue
• Experience‑led insights that combine evidence with real‑world delivery judgement
• Guidance on what is possible, what is risky, and what will not work
• A clear pathway forward when complexity or competing priorities are slowing progress
• Peer review and an independent view to strengthen internal work

Why it Matters

Decisions rarely fail because information is lacking — they fail because an action imperative takes over instead of taking a critical moment to step back and make a full strategic sweep. As a result, the issue isn't framed well, risks aren't fully understood, or the chosen path doesn't withstand scrutiny. Leaders need clarity they can rely on, especially when decisions carry political, financial or organisational consequencesOur role is to bring that clarity. We help you see the real problem, understand the implications, and move forward with confidence — knowing the decision is defensible, grounded and aligned with what matters most

Typical Outcomes

Our strategic advice translates into clear, evidence‑based outcomes that help leaders move forward with confidenceThese often include:

• Asset and portfolio performance insights — identifying optimisation, repositioning and recycling opportunities
• Acquisition and competitive bid support — independent assessment, commercial logic and strategic framing
• Risk and opportunity identification — clarity on constraints, dependencies and leverage points
• Commercial and financial analysis — evidence‑based inputs that strengthen decision‑making
• Experience‑led insights — combining data with lived understanding of how decisions play out in practice
• Independent reporting — peer reviewed documents strengthening internal work and providing an independent reasoned view to support executive and board decision making

Interest in deeper strategic advice on development feasibility & delivery, in precincts and major projects or in executive support - is addressed through our other Services

Development Potential & Delivery Advice

Advice shaped by real development experience

What We Do

We help leaders understand what is viable, valuable and deliverable — before commitments are madeOur advice is grounded in real delivery experience across complex government, precinct and mixed‑use environments, giving you a clear view of what will work in practice, not just on paper

How We Support You

Clients bring development opportunities to us needing:• A grounded assessment of development potential — what is genuinely possible within planning, governance, stakeholder and market constraints
• Independent advice on feasibility that blends planning realities, delivery constraints and financial considerations
• Clear, defensible pathways through complexity when multiple stakeholders, agencies or priorities are involved
• Scenario testing and commercial logic to understand the implications of different development choices and their sensitivities
• A structured view of risks, dependencies and critical decisions that shape the success of a development
• Clarity on what will unlock value — and what will create avoidable risk
• Peer Review when internal teams need an independent view or are too close to the issue
• Development Support when internal teams may be stretched or where there isn't a dedicated development management team; we can also propose and form a consultant team with skills specifically matched to project particulars

Why it Matters

Realising development potential often carries significant financial, political and organisational consequences. Yet these decisions are frequently made with optimistic assumptions, incomplete information or pressure to move quickly. Without a grounded view of feasibility and delivery reality, organisations risk committing to a plan that is not commercially viable, politically realistic or deliverable from the onset, let alone buffer dynamic events that occur in practice.Our role is to bring that delivery reality into focus. We help you understand what is genuinely achievable, where constraints will emerge, what risks are present at the start and how different choices play out over time — giving you the confidence to progress with decisions that are robust, realistic and aligned with your strategic intent

Typical Outcomes

Our strategic advice takes a deeper dive into the practical realities of feasibility, delivery and execution.Clients typically receive:

• Development feasibility and scenario testing — grounded analysis of what is viable, valuable and defensible
• Commercial and financial inputs that strengthen business cases and internal decision processes
• Risk and opportunity identification across planning, governance, delivery and market factors
• Options analysis that clarifies trade‑offs and supports strategic decision‑making
• Development Management Support targeted assistance to progress a development milestone, whether through hands‑on involvement during an intensive period or structured exploration to clarify potential and inform a decision

Interest in broader strategic outcomes — including portfolio insights, acquisition support, high‑level risk framing, larger precinct analysis or in executive support — is addressed through our other Services

Originating Major Projects, Precincts & Transformations

Experience forged in leading complex precincts and major programs

What We Do

Major projects and precincts sit at the intersection of pressure, politics and public expectation. Leaders must navigate competing priorities, shifting constraints and decisions that shape outcomes for years — often under intense scrutiny. Originating these initiatives requires judgement shaped by real experience, not theoryWe help leaders bring order to complexity, align stakeholders, and establish the strategic, commercial and governance foundations that allow major initiatives to move forward with confidence

How We Support You

Clients come to us with a challenge at scale seeking:• A clear articulation of the problem, opportunity or mandate — especially when the brief is ambiguous, political or rapidly evolving ("transformation" is often one of several strategic options considered)
• Strategic framing for major precincts or programs that aligns policy, capital, governance and delivery intent
• Commercial logic and value pathways to shape early direction and test feasibility
• Stakeholder alignment across agencies, operators, investors and political offices
• Governance structures and decision pathways that create order and reduce friction
• Precinct‑scale strategic risk, dependency and sequencing insights drawn from real delivery experience
• Options analysis that clarifies trade‑offs and supports Cabinet‑level or Board‑level decisions
• Independent review of early work to strengthen internal thinking and ensure the initiative can withstand scrutiny
• Narratives and artefacts that translate complexity into clear, decision‑ready material for senior audiences
• Support navigating sensitive issues where political, community or heritage considerations require careful judgement

Why it Matters

Major projects and precincts often begin before the problem is fully understood, the stakeholders are aligned, or the delivery pathway is clear. Early decisions made under pressure can lock organisations into directions that are politically difficult, commercially fragile or operationally unworkableIndependent, experience‑led judgement at the outset helps leaders avoid costly missteps. We bring clarity to the mandate, structure the work which helps to align the players and establish the foundations that allow complex strategic initiatives to progress with confidence

Typical Outcomes

Our work helps leaders move from ambiguity to finding a coherent, defensible strategic pathway forward.Clients typically receive:

• A clear strategic roadmap for the precinct, program or transformation - providing a coherent "weather vane" that sets direction and anchors decision-making
• A structured set of strategic options with implications, trade‑offs and delivery considerations made explicit
• Precinct or program logic that aligns policy, capital, land use, governance and delivery into a coherent narrative
• Stakeholder mapping, alignment and engagement pathways that considers sentiment, potential negotiation levers, friction points and opportunities to accelerate progress
• Strategic commercial and feasibility inputs that strengthen early direction and an initial test on credibility of emerging pathways
• Governance and decision frameworks that support disciplined progression and create conditions for momentum

Interest in deeper strategic advice on development feasibility & delivery or in executive support - is addressed through our other Services

Executive & Board Support

Support shaped by real experience advising boards, executives and Ministers

What We Do

Senior leaders often face decisions where the information is complex, the time is limited, and the consequences are significant. In these moments, they need a trusted partner who brings calm, independent insight and the lived experience of having operated in pressurised environmentsWe provide discreet, senior‑level support that strengthens decision‑making, sharpens narratives, and brings clarity to issues that carry organisational, financial or public weight

How We Support You

Clients come to us seeking to enhance their internal capability in:• Decision framing for complex or time‑sensitive issues where consequences are material
• Strategic options and scenario pathways that clarify choices and implications
• Independent challenge and validation to strengthen internal thinking
• Board, Ministerial and Executive briefing support — clear, concise, decision‑ready material
• Portfolio and program performance insights that surface blind spots and strengthen oversight
• Commercial, risk and feasibility review to test the credibility of proposals
• Surge capacity during peak periods when leadership bandwidth is stretched
• Fractional executive support to progress critical issues without adding permanent roles
• A calm, external perspective when internal teams are too close to the issue
• Support navigating sensitive or politically exposed matters where discretion and experience matter

Why it Matters

Executives and boards operate under pressure, scrutiny and time constraints. Decisions often need to be made quickly, with incomplete information and competing priorities. Without independent, experience‑led support, organisations risk progressing work that is unclear, untested or not ready for senior decision‑making.We bring the calm, structured insight that helps leaders navigate complexity, strengthen their cases, and move forward with confidence

Typical Outcomes

Our work gives leaders confidence in their decisions and the clarity to move forward.Clients typically receive:

• Clear, decision‑ready briefings for Boards, Ministers or Executive Committees
• Structured options with implications and trade‑offs made explicit
• Independent review of internal work to strengthen cases before they progress
• Concise narratives that translate complexity into senior‑level material
• Risk, dependency and feasibility insights that sharpen decision quality
• Support during critical periods to maintain momentum and reduce pressure on internal teams
• Peer reviews and independent reporting to strengthen internal work and provide greater confidence for executives and boards

Interest in deeper strategic or development‑focused analysis - is addressed through our other Services

Global Advisory

_{2024 - 2026}Partner | Managing Principal | NSW Lead

Cushman & Wakefield's Advisory +

_{2023 - 2024}Equity Partner | NSW Lead

_{2016 - 2017}Director (casual)

Strategic Real Estate Advisory, PwC Australia

Key Engagements

STRATEGIC ADVISORY
• Thought Piece - Precincts: A blueprint for creating places with purpose (2024) garnering international interest
• Government agency organisational review for greater effectiveness and alignment when operating in property
• National NFP organisational longitudinal review turning around loss-making development function into performing profit-generating businessDEVELOPMENT POTENTIAL
• Residual Land Value analysis for major TfNSW Business Case
• Industrial Precinct Transformation Assessment HBU
• Peer Review of major market precinct transformation HBUNEGOTIATION SUPPORT
• PBSA support negotiating with UTS & WSU
• Government Agency support in Public Event vendor leasing assessment and benchmarking for inter-agency negotiationsINVESTMENT & BID SUPPORT
• HAFF Submissions for CHPs
• Foreign Investment into BtR market review and commercial due diligence

Key Responsibilities

• Led NSW Real Estate Advisory through market turbulence, reputational disruption and organisational transition• Provided strategic clarity to various public & private sector clients on complex property, portfolio and precinct decisions• Shaped feasibility, commercial pathways and organisational structures for value creation in pressurised environments• Navigated political–commercial interfaces and multi‑agency negotiations• Translated commercial, government, technical and financial objectives to align stakeholders

What I learned

These roles strengthened my ability to lead through ambiguity, pressure and organisational change. I learned how to stabilise teams in turbulent conditions, maintain client confidence during reputational disruption, and provide clarity when leaders were navigating uncertainty, scrutiny and compressed timelines.I deepened the ability to translate between commercial, government, financial and operational perspectives — creating alignment in environments where incentives diverge and decisions carry long‑range consequences.I refined generating insights in situations where the information was incomplete, the stakes were high and the path forward required both analytical discipline and emotional intelligence.

What I bring

A considered, evidence-based independent perspective.The ability to bring order to complexity and create decision‑ready clarity; and the experience to guide leaders through moments where timing, risk and alignment determine outcomes.

Government

_{2017 - 2023}Program & Development Director

Landcom / UrbanGrowth NSW

Key Precincts, Programs & Projects

MAJOR PRECINCTS & PROGRAMS
• Macarthur Gardens North• Sydney Metro Northwest (Bella Vista & Kellyville Stations)
• Wentworth Point
• Green Square Town Centre
• Parramatta North Urban Transformation
• Thornton, Penrith
• Edmondson ParkCAPITAL TRANSACTIONS
• Sydney Metro Northwest Places divestment pipeline
• Market Soundings (Developers / CHPs)
• Direct Dealings, Unsolicited Proposals protocolsINFRASTRUCTURE DELIVERY
• Bella Vista & Kellyville Station Precincts - SSDA Approvals; $143m Voluntary Planning Agreement & Infrastructure planning
• Wentworth Point - Early Works - Remediation capping & road base
• Edmondson Park - Civil works
• Macarthur Gardens North - civil works (lake conversion, flooding mitigation & open space)
• Thornton, Penrith - completion and open space handover including stormwater canal system
• Procurement using Project Delivery or Development Agreements; or AQS4000 Contracts

Key Responsibilities

• Led teams managing multi‑precinct, multi‑agency urban renewal programs• Navigated political, commercial and public‑value interfaces• Delivered Program Development Agreements (PDAs) with government and private partners• Shaped precinct strategy, governance and commercial pathways• Delivered ministerial briefings, Cabinet business cases, media communications and EXCO reporting• Aligned agencies, councils, developers and community stakeholders• Directed strategic re‑evaluation of major precincts and delivery frameworks• Stewarded heritage, environmental and social outcomes alongside commercial imperatives

What I learned

This role taught me how to operate in environments where public value, political scrutiny and commercial reality intersect. I learned to bridge perspectives by translating between agencies, councils, developers, financiers and community stakeholders — each with different mandates, priorities and pressures — helping them align intent in programs where accountability is shared, and no single party holds all the levers.I developed judgement under pressure: navigating Cabinet processes, shaping PDAs, resolving heritage and environmental constraints, and creating pathways through uncertainty, competing priorities and shifting constraints.

What I bring

A deep understanding of how government really works — its incentives, its constraints, and its risk profile and decision‑making rhythms.The ability to create order in ambiguity and bring multi‑agency alignment to complex precincts; and the confidence to guide leaders through challenges where clarity, timing and risk shape outcomes.

Major Developer

_{2011 - 2015}Senior Development Manager - Commercial, Retail & Mixed-Use

_{2003 - 2011}Project Director | Senior Development Manager - Apartments

Stockland Trust & Stockland Development Corporation

Key Projects

PORTFOLIO OPTIMISATION
• Balgowlah, Cammeray, Piccadilly, Toowong, Glenrose, Corrimal, Nowra & VincentiaCAPITAL TRANSACTIONS
• Glenrose Shopping Centre (gaining EPA agreement allowing disposal, Development Due Diligence)
• $2bn National Industrial Portfolio Disposal (Development Due Diligence)
• Neighbourhood Shopping Centre sale via "First and Last Right" held in major tenant lease
• Off-market proposal for residential tower sale (during GFC)COMPETITIVE BID SUPPORT
• Balmain Leagues Club
• Prince Henry, Little Bay (Stages 1 & 2)
• Paint Factory, Mortlake
• Mitre 10, Cammeray
• Eye Hospital, Woolloomooloo
• Oxford St, Darlinghurst
• Royal Newcastle Hospital
• Barangaroo CentralSTRATEGY & DELIVERY
• Toowong Mixed-Use Precinct Redevelopment Strategy
• Piccadilly Mixed-Use Redevelopment Strategy
• Balgowlah Village "close out" of VPA with Council
• Major Luxury Apartment Complex end-to-end: The Hyde, 157 Liverpool St Sydney CBD - set vision, market positioning; originated: stakeholder engagement, approval & procurement strategies; used a PSA & AS2124 Contract for a collaborative customer-centric outcome

Key Responsibilities

• Led strategic, commercial and stakeholder outcomes across retail, mixed‑use and residential portfolios• Managed P&L responsibility, board approvals & business cases, internal treasury draw‑downs and statutory reporting• Shaped development vision, feasibility, acquisition strategy and investment decision pathways; interpolated economic data & trends key to success• Navigated complex commercial negotiations with authorities, major retailers, utilities and councils; including capital transactions, majors leases & renewals, tier 1 contractor & other construction agreements and residential sales• Resolved environmental, planning and infrastructure constraints to unlock value• Delivered end‑to‑end development outcomes from strategy at inception to completion• Set industry benchmarks in design, delivery, governance, stakeholder engagement and customer experience• Influenced internal and external partners to achieve commercially and politically viable outcomes

What I learned

These roles taught me how to create value in environments defined by commercial pressure, stakeholder complexity and technical constraints. I deepened learnings in how to think innovatively in finding mutually agreeable alternative solutions; negotiate with major retailers, councils, utilities and regulators; how to resolve environmental and planning barriers; and how to lead teams through high‑stakes delivery where timing, risk and market conditions shape outcomes.Delivering The Hyde developed my understanding of how to think outside the square, deliver innovations and set new industry benchmarks — commercially, architecturally and operationally — while managing a major project contract with a tier 1 builder, influencing authorities and navigating market volatility. Retail and mixed‑use work strengthened my ability to balance competing interests, unlock latent value and create commercially viable pathways through complexity

What I bring

Independent, strategic and creative thinking. A commercial lens sharpened by responsibility for outcomes.The ability to translate between design, planning, commercial, legal and construction perspectives; and a track record of delivering innovative, value‑creating solutions in environments where clarity, alignment and disciplined judgement determine success

Early Career

_{Pre 2003}Development Manager - McDonalds Restaurants

McDonalds Restaurants

Associate Director

Spowers

Registered Architect

Wolski Coppin

Key Projects

TRANSACTIONS SUPPORT
• ALDI Stores site assessment due diligence during start-up establishing store pipeline (over 200 sites assessed)STRATEGY
• McCafe Briefing Document (Licensee-focused strategy exported to USA)DESIGN & APPROVALS
• Lead Architect and support roles for High-end Residences, Medium & High-Density Residential Towers, Hotels & Resort Design & Approvals
• Drafted over a dozen Statements (Evidence/in Reply) for LEC matters
• Support role on numerous Communities, Mixed Use and Resort MasterplansRETAIL DELIVERY ROLLOUTS
• Employment National Fitouts (122 sites Australia-wide), DEYTA National FitoutsDELIVERY
• Construction Management - McDonalds Stores (Canberra Centre, Liverpool Megacentre) and McCafe Additions (Hurstville South `100th McCafe, Tarren Point, Narellan, Five Dock)
• Administered SBW1 Contracts - Gillan, Lee, Gruzin, Residences
• Construction management on various medium density projects

Key Responsibilities

• Led International supermarket operator ALDI Stores due diligence developing site assessment and governance frameworks for their acquisition program when entering the Australian Market• Led prototyping new concepts for McDonalds restaurants and McCafe• Navigated complex stakeholder environments — franchisees, contractors, councils, utilities, communities• Managed design development, planning pathways and construction delivery• Prepared evidence for land & environment court matters for Principal• Influenced internal and external partners to adopt new concepts and operational models• Translated design, commercial, operational and regulatory perspectives in lead and support roles

What I learned

These roles formed the foundation of how I think and operate today.I learned how to prototype ideas, physically test concepts, and translate between design, commercial and operational realities.I gained a deep understanding of planning pathways, due diligence, the importance of early stakeholder alignment (and how to gain buy-in), and the discipline required to deliver rapidly and consistently across multiple sites and partners, including how to scale.Working across architecture, rollout programs and national retail innovation taught me how to solve problems quickly, influence diverse stakeholders and create practical, commercially grounded solutions in environments where timing and alignment matter.

What I bring

A grounded, end‑to‑end understanding of how ideas become real — from concept to approval to delivery.The ability to bridge technical, commercial and operational perspectives using a people-centric and engaging approach.And a practical, disciplined approach to solving complex problems that has shaped every senior role I’ve held since.

Qualifications

Graduate - Company Directors Course - Australian Institute of Company Directors (member)Graduate Certificate in Corporate Finance – Kaplan ProfessionalBachelor of Architecture (Hons) –
University of SydneyBachelor of Science (Architecture) – University of Sydney

Mobile

+61 411 188 485

Email

[email protected]

Location

Based in Sydney, Australia advising nationally and internationally

Let's Talk

Every challenge is differentIf you’re navigating a complex property or portfolio issue, or simply want a clear, independent perspective — we’d be glad to hear from youShare a few details about what you’re facing
If it’s something we can help with, we’ll arrange a time to talk. If not we’ll connect you with the best people in the sector who can.