After more than a decade in the American tech industry, including leading behavioural change for one of the world's largest online communities, I now write about why change efforts so often reproduce what they set out to fix, and I work with organisations on what it takes to do it differently.
I grew up in Sydney and studied finance at UNSW. It was a practical choice and a good education, but by the time I graduated I was drawn to something else. Tech felt like it had a capacity for innovation and reach that finance didn't, and the possibility of building things that could actually touch millions of people felt worth chasing. That's what took me to Los Angeles in my early twenties.
I spent seven years at Cornerstone OnDemand, a global HR technology company, where I moved from technical support through data analysis and into product management. By the end I was running the team responsible for the core operational systems for the tech used by organisations across 180 countries. It was where I learned how products actually work at scale, how decisions made in one room ripple out across systems and cultures in ways that are hard to see from inside the process.
In 2021 I joined Riot Games, where I led product strategy for player behaviour in League of Legends across over 140 million monthly active users. The work was fundamentally about cultural and behavioural change at scale, figuring out how to shift the norms and habits of a very large, very diverse community using data, human-centred design, and evidence-led experimentation. We achieved a 9% uplift in community safety sentiment, the highest recorded in the game's 13-year history.
I returned to Sydney in 2025 with a growing sense that the questions I'd been wrestling with at Riot weren't really about tech. They were about systems. Trying to influence behaviour at the scale of 140 million people meant confronting something I hadn't fully appreciated before, that changing individual behaviour is often the easy part. Changing the conditions that produce that behaviour is much harder. The Riot years had sharpened those questions most of all, because trying to shift behaviour at that scale meant constantly confronting how the system itself absorbed or redirected the changes we were making. Looking back, I can see those questions had been following me for years, from finance, to enterprise software, to games. I just hadn't recognised them as the same questions.
Those questions became Neither Horizon, my writing and research practice exploring why change efforts are so often absorbed by the systems they're trying to transform. They also shape my advisory work, where I help organisations think more carefully about the conditions they're creating, not just the outcomes they're hoping for.
AI feels like the place where these questions are become impossible to ignore. Every organisation is trying to adopt a powerful new technology, but most conversations still focus on tools rather than conditions. The questions that interest me are different: What capabilities are organisations actually building? Who gains agency? Which ways of working become reinforced, and which disappear? Those are systems questions, and they're why AI has become the focus of my work.
Whether I'm writing, researching, or advising organisations, I'm interested in the same question: what are the conditions that allow people and systems to change without simply reproducing what already exists?
"We tend to treat symptoms rather than causes, while continuing with the worldview and the behaviour patterns that caused the problems in the first place."Daniel Christian Wahl, Designing Regenerative Cultures