Experience
Built across technology, capital, governance and markets.
The underlying work has remained consistent: recognising unfamiliar risks and opportunities early, translating technical complexity into institutional decisions, and building the structures through which emerging capabilities enter established markets.
Investment and institution building
Founder & Managing General Partner of R3i. My current work centres on frontier-technology investment, institutional capital, strategic transactions and building the organisational architecture through which R3i can compound beyond its founder — including the R3i Future Intelligence Lab.
Platform-building across Europe, Asia-Pacific, Australia and North America includes investment, founder and market-formation initiatives — among them R3i Ventures, Planet43, TRIUM Angels and Vena (European Critical Minerals).
Independent governance
- Consortium lead
- R3i co-investment consortiaRepresenting co-investment partners
- Investment committee
- Mandalay Venture Partners · Omusubi Capital
- Portfolio & consortium seats
- R3i portfolio and consortium companiesHeld as investor or Consortium Lead, not as an independent director
- Board advisory
- AI Asia Pacific Institute
- Public sector
- European Commission expert evaluatorRunway (Victoria) · Australian Alumni Singapore · Royal Australian Army — 139 Signals
- Former advisory
- RepRisk AG · Cornerstone Capital · Raiven Capital · RunwayHQ
The consistent focus is consequential decision-making: what the organisation owns, which assumptions underpin value, where risk is accumulating and what evidence the board needs before committing capital or reputation.
Operating leadership
Before venture and governance, I worked across telecommunications, enterprise technology, data, reputation and digital markets — including Telstra, Telstra Global, TruSecure, Radware, Hitachi Data Systems, Augure, GMI Ratings and Inspirit IoT.
That operating experience matters because technology looks different from inside an institution than it does from an investment memo. Execution, incentives, procurement, organisational behaviour and accountability determine whether strategy survives contact with reality.
Education
For more than a decade I have taught postgraduate, executive and board audiences across venture capital, governance, digital transformation, cyber risk, responsible investment, ethics and entrepreneurship.
Teaching is no longer a separate operating portfolio. Where I engage now, the emphasis is on bounded programmes capable of translating frontier-market experience into durable institutional capability.
- Institutions
- Singapore Management University · IE Business School · IMD · Bocconi · SMU Cox School of BusinessSingapore Institute of Directors · Malaysian Institute of Company Directors
Credentials
- Executive MBA
- TRIUM Global Executive MBANYU Stern · LSE · HEC Paris
- Master’s
- Management — University of Southern Queensland
- Further
- Executive education across governance, counterintelligence, reputation management, ESG and risk
Geography
My work has been shaped by three institutional vantage points. Luxembourg connects capital, regulation and the European market. Singapore offers a vantage point into Asian technology, sovereign strategy and cross-border market formation. The United States remains central to frontier-company formation and institutional capital.
The value is not geographic breadth for its own sake. It is the ability to see how the same technology is interpreted differently by different institutions.
Detailed board and academic biographies, references and the full speaking record are available on request through the office.