The Long Way Round
How I got from selling Yellow Pages in the UK to enterprise transformation, Salesforce, AI and everything in between.
- →
- Digital
- →
- SaaS
- →
- Salesforce
- →
- Cloud
- →
- Data
- →
- AI
The technology keeps changing. The pattern underneath it hasn’t.
Print, digital, Salesforce, cloud, data, AI — most of the last two decades of enterprise technology has moved through my career at one point or another, usually not long before it became the obvious thing to be doing. This is the version of that story my CV doesn’t tell.
I’ve sold technology. I’ve helped implement it. I’ve built alliances around it. I’ve worked for consulting firms, technology companies and partners, and spent much of my career connecting the three — which means I understand the incentives on each side of the enterprise technology table, not just the technology sitting in the middle of it.
Chapter One — 2001–2006 — United Kingdom
Learning to Sell and Lead
I started with the basics: sales, targets, and customers. Early roles in UK sales moved into sales training, and eventually into leading a team of my own.
It wasn’t a particularly glamorous stretch of career, but it’s where the rest of it got built: how to sell, how to help someone else sell, and how the numbers on a board are only ever half the job.
Chapter Two — 2006–2015 — Bermuda
Bermuda: Where Print Became Digital
The job started at a Bermuda Yellow Pages business, later rebranded as Yabsta — a traditional print directory, in a market that was moving, unmistakably, toward digital. I ended up staying nine years, and the role changed shape almost every year I was there.
I helped move the business from print towards digital, using Salesforce along the way. I helped map new digital products and take them to market, and led digital sales because that was where the business was heading — hiring and training the team that sold them. I helped the business expand into new regions, including establishing a new operation in the Cayman Islands, and worked closely with the CEO as a trusted commercial adviser. Somewhere in the middle of it, I completed an MBA at Leicester University, studying remotely between all of it.
None of that was inevitable. Somebody had to build the new model while still selling the old one.
More on what leaving the UK turned into: Twenty Years Abroad: What Happens When “Two Years” Becomes a Life →
Chapter Three — 2015–2017 — Returning to Australia
The Next Pivot
After Bermuda, we took a year out — travelled, picked up some Spanish, and then landed in Sydney with two suitcases and no long-term plan beyond staying a while.
Getting back into enterprise technology meant starting again in a new market. Roles at Indeed.com and then ProQuest Consulting moved me deeper into Salesforce consulting, including Salesforce Field Service work with new enterprise clients across manufacturing, retail and utilities, and multi-million-dollar revenue growth along the way.
The market had moved again. So had I.
Chapter Four — 2017–2021 — Slalom & Capgemini
From Selling Technology to Selling Transformation
At Slalom, I sold Salesforce and MuleSoft consulting into a newly launched practice: a new enterprise logo within the first month, more than $3M in pipeline within two months, and the annual target reached within five.
At Capgemini, the work got bigger. I worked across sales, presales and alliances, spanning Salesforce, MuleSoft, Financial Services, Public Sector, Education and Utilities. I secured enterprise logos that generated multi-million-dollar service revenue, and helped strengthen the Salesforce and MuleSoft alliances behind them.
Salesforce practice revenue at Capgemini, over three years. I didn’t do that alone — nobody does — but I played a key role in scaling it.
Somewhere in there, the job stopped being about selling a piece of technology. It became about helping grow the business that sold and delivered the transformation around it.
Chapter Five — 2021–2022 — Copado & MuleSoft
Learning the Ecosystem From Different Sides
At Copado, I worked across APAC alliances: Salesforce relationships, GSI and RSI partnerships, partner go-to-market planning and resell agreements.
At MuleSoft, the focus shifted to integration-led transformation — partner alignment across emerging industries and geographies, joint go-to-market planning, and a partner attach rate of roughly 95%, against an 80% target.
- Customer
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- Salesforce
- ↓
- Partner
- ↓
- ISV
- ↓
- Consulting & Delivery
Both roles taught me a version of the same lesson: enterprise transformation is rarely sold by one company. It happens through an ecosystem, and the hard part is getting everyone pulling in roughly the same direction at the same time.
Boost Your Salesforce Projects: The Ultimate Guide to Partner Strategies →
Chapter Six — 2022–2025 — Salesforce
Going Inside Salesforce
I’d spent years working around Salesforce. Then I went inside it — working across MuleSoft and Salesforce, managing strategic partner relationships with GSIs, RSIs and ISVs, and building joint go-to-market motions with Salesforce sales, alliances, marketing, product and solution engineering, across industries.
Some of it is easy to point to: partner-sourced revenue at roughly 250% of target, partner-initiated opportunities contributing around a quarter of annual sales, and a hand in helping launch Salesforce’s early Agentforce partner programme. I also stepped into interim leadership during a couple of organisational transitions, and mentored emerging leaders through Salesforce’s 2IC programme.
Seeing the ecosystem from the inside changed how I understood enterprise selling — less a single deal, more a set of relationships that all have to hold together at once.
Chapter Seven — 2025–2026 — UST & Bluprintx
Back to the Customer
At UST, I built an enterprise territory largely from scratch, across cloud, data, AI and transformation: a multi-million-dollar engagement with a strategic mining client, new Higher Education logos, financial services pipeline, more than $1M in new revenue, and the commercial structuring and SOW work that made it fundable.
Since March 2026, I’ve been Strategic Account Director, APAC at Bluprintx — focused on commercial growth across Australia and Singapore, strategic accounts, enterprise sales, partner-led opportunities, financial services, AI and marketing automation. The first quarter brought two new enterprise financial services logos and roughly $1.5M in qualified pipeline.
The technology has changed again — AI is now part of nearly every transformation conversation. The work underneath it is familiar: find the problem, understand the customer, shape the opportunity, bring the ecosystem together, build the commercial case, and get it funded.
The Pattern
Line up the chapters, and a shape appears.
- →
- Digital
- →
- SaaS
- →
- Salesforce
- →
- Cloud
- →
- Data
- →
- AI
The technology keeps changing. What’s underneath it hasn’t, at least not for me:
- Spot where the market is moving
- Understand what customers actually need
- Work out how to package the proposition
- Build the commercial motion
- Bring partners and teams together
- Take it to market
- Learn
- Pivot
I’ve pivoted a lot. At this point, I think that’s probably the point.
What I Actually Do
I Sell
Enterprise technology and transformation. Complex opportunities, new business, strategic accounts, and the executive relationships that make them possible.
I Build
Consulting growth, sales motions, partner ecosystems, go-to-market plans, and the teams and capability behind them.
I Connect
Customers, Salesforce, partners and delivery teams — usually translating between people who don’t naturally speak the same language.
The Messy Middle
The technology is often the easier part.
The harder part is getting people aligned, understanding the real problem, building a business case, getting the right partners involved, and making sure what gets sold can actually be delivered.
That gap, between the pitch and the delivery, is where most of my career has actually happened.
Proof of Work
If you want more than the highlights above, here’s some of what I’ve written about the ideas behind this page.
- Twenty Years Abroad: What Happens When “Two Years” Becomes a Life — on how a two-year plan turned into two decades abroad.
- From Two Suitcases to Ten Years — on landing in Sydney, and what changed in the decade since.
- Boost Your Salesforce Projects: The Ultimate Guide to Partner Strategies — on how partner strategy actually shapes Salesforce project outcomes.
- How to Deliver Salesforce Outcomes with Agentic AI — on what agentic AI changes, and doesn’t, about delivering Salesforce work.
- What If We’ve Got the SaaSpocalypse Backwards? — on why AI still needs the data and business logic underneath the interface.
- The Brutal Truth About Agentic AI and Integration Debt — on governance, trust and the economics of letting AI agents act autonomously.
- Most Enterprise Complexity Exists Because Software Was Dumb — on where enterprise complexity actually comes from.
- Be More Ronaldinho. Be Less Carlton Palmer. Sales Is a Beautiful Game, Too. — on what football teaches about selling well.
The technology keeps changing. I suspect the interesting bit will keep being what happens between the technology, the people and the business. That’s where I’ve spent most of my career.