One operator.Four sides of thesame problem.

The work sits in two places. The operational constraints that quietly cost a business revenue, cost and capacity — and the go-to-market motion that technology companies need to turn interest into contracts.

Both come down to the same discipline: follow the flow, challenge the assumptions, and name the thing that actually matters first.

Four sides

Big 4 consulting. EY, resources sector — helping large organisations tackle complex problems.

Large corporate. BHP commercial functions — where strategy has to survive real-world priorities, stakeholders and competing demands.

Technology scale-up. Five years leading sales at Circular, driving revenue for digital products and material traceability across the battery and critical-material supply chain.

Owner-operator. Built a maintenance services business to roughly $2M in revenue — where operational problems aren't theoretical; they show up in customers, people, scheduling, costs and cash flow.

That combination — mining, technology, sales, and hands-on operating in one person — is unusual. It's what lets the work move quickly.

Why now

Demand for non-China critical-mineral supply chains is rising. Miners and refiners are under pressure to reduce tailings and the land used to store waste — and that waste is increasingly a revenue opportunity, not just a liability.

The companies building the recovery technology have downstream demand already. What they're missing is someone to run the commercial motion — securing diverted feedstock from miners and refiners — while they focus on building the plant.