First, do no harm. But work is not merely the absence of harm.
Australian organisations now carry a legal duty to manage psychosocial hazards, and regulators now expect design controls rather than resilience training. I help you find where exposure is built into how work is structured, and fix it upstream against ISO 45003 and the hierarchy of controls, so the duty is genuinely met. Then, once the work is safe, the same measurement directs what comes next: leadership and design choices that help people find purpose, motivation and meaning in their work.
Twenty years designing governance, risk and compliance solutions for global enterprises. Master of Applied Positive Psychology, University of Melbourne.
Start a conversation ->A new category of risk, on familiar ground.
Under work health and safety law, psychosocial hazards are now treated as seriously as physical ones. Job demands, low control, poor support, harmful behaviour and the rest are hazards you are required to identify, assess, control and monitor. The discipline is one most organisations already run for safety. The subject matter is what is new, and where most need help.
Five ways to engage me.
Start with an assessment, or bring me in where the need is sharpest.
Psychosocial risk and compliance
Assess your exposure against WHS obligations and ISO 45003, then build the hazard register, controls and monitoring that stand up to scrutiny.
Leadership capability
Equip your managers, the single biggest lever on wellbeing, with practical, evidence-based skills to lead under pressure and prevent harm.
Work and role design
Redesign how work is structured so that demands, control, clarity and recognition support performance rather than erode it, including the design of remote and hybrid work. Read the white paper on leading virtual teams.
Risk monitoring and technology
Move beyond the annual survey and the static register. Continuous monitoring that triangulates perception, operational and contextual data, with clear-eyed evaluation of AI and platform tools, to detect combinations of hazards before they become injuries.
Workforce diagnostics
Measure what is actually happening across your teams using validated instruments, so decisions rest on evidence rather than assumption.
Rethinking psychosocial risk.
A four-part series on why the traditional risk model struggles with psychological harm, and what is replacing it.
One injury, four causes
Why a single psychological injury routinely traces back to four interacting hazards, and why the risk matrix has no cell for that.
Humans are not steel beams
You cannot quantify a person's breaking point. What credible measurement does instead: assess exposure, benchmark it, triangulate it.
From education to enforcement
What has actually changed since 2022: mandatory hierarchies of control, written prevention plans, and the positive duty with teeth.
From risk registers to risk radar
What AI genuinely changes in psychosocial risk, what the evidence supports, and the trap where the monitoring tool becomes the hazard.
A risk and compliance career, now focused on its newest frontier.
For two decades I designed and delivered governance, risk and compliance solutions for some of the world's largest operators, across mining, energy, logistics, rail, financial services and certification. That work came down to one thing: helping complex organisations manage risk against global best practice. Psychosocial risk is the natural extension of it, and my Master of Applied Positive Psychology brings the depth on the human side that this field demands.
Let's talk about your psychosocial risk.
Based in Melbourne, working with organisations across Australia.