I was raised in Miri, Sarawak, where three languages could collide in a single sentence and nobody blinked. That early habit of switching worlds shaped my career. I began in information technology—debugging networks and routers—then moved into people leadership, eventually heading Asia‑Pacific support hubs for Thomson  Reuters and Dow Jones.

Over fifteen years I recruited, trained, and inspired multilingual teams serving clients from Tokyo to Mumbai. A highlight was relocating Dow Jones’s regional support centre from Sydney to Hong Kong and guiding new staff through launch and growth. Those years taught me that culture isn’t a side issue—it’s the operating system of every organisation.

Along the way, mentors who put people first showed me that each of us helps write the culture we work in. Their guidance—and my own realisation that technology runs on logic while people run on meaning—prompted me to trade server rooms for lecture halls, complete a Master of Coaching Psychology, and formalise the craft of developing people across borders.

Somewhere along the way I noticed a pattern — many bright, capable people (myself included) drift into a kind of day‑dreaming through life. Deadlines, inboxes, and cultural expectations start steering the wheel. In coaching, I hold space long enough for the noise to settle so clients can see the context of their choices and the options available to them before deciding, consciously, where to head next. It’s an invitation to move from passenger to pilot: stay curious, choose to learn, choose to grow.

Today I live in Sydney and work with leaders navigating change without losing themselves. Whether a client is an emerging Asian professional finding a voice in a Western boardroom or a seasoned executive re‑imagining their purpose, my role is to hold space for honest reflection, challenge with care, and translate insight into action.