Engineering and architecture leader in banking and telco, hands-on across cloud, Kubernetes, Terraform, networks and integration. I build regulated, high-availability platforms and replace vendor lock-in with software the business owns.
About Me
I'm VP of Enterprise Architecture at Globe Telecom, with over a decade in cloud and enterprise architecture, the last several years leading it in banking and telecommunications. I work inside the delivery organisation rather than advising from the outside.
I don't show up with a slide deck and a framework. I get into the weeds with the teams, understand what's actually breaking, what the business needs to deliver, and design something that holds up in the real world. Whether it's building a bank from scratch or modernising a national telco network, the approach is the same: own the problem, set a clear direction, and make sure it ships.
In banking, I've worked across Singapore (Trust Bank, MAS-regulated), Australia (NAB, APRA-compliant), and the broader Asia-Pacific region, covering core banking, fast payments, zero-trust security, and multi-cloud resilience.
In telco, I own the architecture direction across Globe's enterprise programs: field operations, the commercial product catalogue, network platforms and the enterprise AI platform.
At the executive level I've carried a A$10M+ (US$7M+) infrastructure portfolio, led a 40-person engineering organisation reporting to CIO and CTO, and taken program architecture and its KPI baseline to a board committee. The through line across all of it: replace vendor lock-in with systems the business can own, and take the recurring cost out on the way through.
Ways of Working
I operate inside teams, not above them. Architecture that doesn't ship is just a diagram.
Every program I own carries a baseline and a target the business already measures, so architecture is argued in operating terms.
FinOps is baked in from day one. Every architecture decision has a cost implication and I make it visible.
Build once, enable many. Self-service platforms that reduce toil and let product teams move faster.
Regulatory requirements (MAS, APRA) are architectural constraints, not afterthoughts.
Capabilities
Current Work
I carry architecture accountability for Field Service Management, the Product Orchestrator Engine, Nucleus and Globe's central AI platform.
I originated this program and hold architecture accountability for it. The platform runs Globe's field workforce end to end: work order creation, scheduling, dispatch, execution and reporting across fibre, DSL and fixed wireless. Seventeen services on Google Cloud, a web console and a React Native technician app, delivered through GitOps.
Settled the long-running two-platform question by making the in-house platform the single master for last-mile work orders and routing network-side incidents to ServiceNow, which ended a parallel-systems argument that had been stalling the roadmap.
Outcome: vendor licensing removed, work-order data returned to Globe, Phase 2 targets approved at board level.
I designed Globe's central AI platform: the model gateway, observability, access management and cost attribution back to the teams spending it.
Applications assembled from a pre-approved component catalogue, inside a data-classification ceiling and passing an automated conformance check, go straight to production. A new vendor, pattern, data class or customer exposure takes the exception path.
Outcome: teams ship AI applications on a paved road instead of waiting in a review queue.
I architected the commercial catalogue platform. Product offer rollout used to mean scripts, webtools and robotic automation spread across six systems, coordinated by hand.
Replaced with a TM Forum aligned orchestration layer that authors and publishes offers across the commercial and service catalogues, partner channels, campaign messaging and retail point of sale. Commercial teams now launch, change and retire an offer from one place instead of six.
Outcome: offer launch stops being a six-team coordination exercise.
Globe's network platform and connectivity program. I re-architected it and restructured the team delivering it.
SDWAN provisioning moved from a ticket-and-wait process to self-service for the business, which took the platform team off the critical path for every connectivity change.
Outcome: US$480K (A$690K) a year removed and provisioning lead time off the critical path.
Design review before build. I wrote the rubric every high and low level design is reviewed against.
Each design is read through enterprise architecture, cloud, security and data lenses. It catches the few decisions that cause real harm and keeps the rest moving.
Outcome: standards applied when designs are made, not discovered in production.
Career
Head of Core Platform · Trust Bank
Head of Observability · Globe Telecom
Strategic Capabilities
In a bank or a telco, resilience is a regulatory obligation before it is an engineering goal. I designed active-active and active-passive treatments for NAB's top 20 critical applications under APRA, moved its Fast Payments Platform with zero downtime, and closed every MAS audit at Trust Bank with zero critical findings. It is the same operational resilience work APRA now formalises under CPS 230, designed in from the start rather than retrofitted for the regulator.
Markets move fast. Monolithic systems don't. Composable architecture treats your business capabilities as modular, interchangeable building blocks, so when the strategy shifts, your technology moves with it, not against it. I've replaced vendor lock-in at Globe Telecom with systems the business can actually own and evolve, and ran Trust Bank's core platform on the same principles.
AI rarely fails because of the model. It fails because the data isn't clean, the platform isn't shared, and controls arrive after the spend. At Globe I designed a central AI platform where conforming applications ship without a per-project review: a model gateway, a pre-approved component catalogue, a data-classification ceiling, automated conformance checks, and an exception path for anything genuinely new.
Industry Expertise
Deep, hands-on experience in two of the most regulated and complex industries in the Asia-Pacific region.
Led the core platform for Trust Bank, Standard Chartered and NTUC's digital bank in Singapore, through its first year of hypergrowth: 700,000 customers within nine months of launch and 3M+ daily transactions at five-nines-plus availability. Deep knowledge of MAS compliance, APRA regulations, and multi-cloud banking architecture for NAB.
VP of Enterprise Architecture at Globe Telecom, owning the technology direction across field operations, the commercial product catalogue, network platforms and the enterprise AI platform. Replaced a licensed vendor field service product with an in-house build, and automated product offer rollout across six downstream systems.
Led a US$2M (A$2.9M) a year Splunk to cloud-native Grafana migration across 200+ applications and 18 business units. Built self-service observability platforms that saved 400+ engineering hours monthly and gave teams the data to make faster, better decisions.
Get In Touch
Based in Newcastle, NSW. Open to VP, General Manager, Head of, Chief Architect and Chief Engineer roles in banking and telecommunications across Australia.