Helping people make decisions they can trust.
Not because I have all the answers.
Because I've spent my life asking better questions.
About Jet
Stories.
Systems.
The people who shape us.
I've spent my life asking what helps people make better decisions.
Not just in business.
In life.
Because the quality of our relationships, leadership, work and wellbeing is shaped by the decisions we make every day.
That question has taken me from a seventh-generation sheep property in rural New South Wales to global boardrooms, creative agencies, remote Indigenous communities and, ultimately, back to myself.
From rural Australia to global boardrooms
I was raised on a seventh-generation merino sheep property in north-west New South Wales, surrounded by a long matrilineal line of women who understood grit, grace and the quiet responsibility of caring for people, land and community.
Long before I understood organisations, I understood how systems shape people.
Seasons.
Relationships.
Stewardship.
That way of seeing the world has never left me.
For more than thirty years, I've worked across advertising, design, executive leadership, consulting and transformation—helping organisations navigate complexity, build trusted brands and lead through change.
I've advised founders, executive teams, governments and not-for-profits.
Different industries.
Different challenges.
The same question.
How do we make better decisions?
Experience shaped by life.
Over the years, that question became deeply personal.
Like everyone, I've faced decisions I never expected to make.
Becoming a mother.
Losing my own mum far too young.
Breast cancer.
Redundancy.
An empty nest.
Starting again.
Those experiences didn't define me.
They deepened my understanding of the work I'd already spent decades doing.
I realised that the biggest decisions in our lives aren't solved by collecting more opinions.
They're solved by understanding ourselves.
That's why my work today is centred on helping people make values-led decisions they can trust.
Why the Affection Economy exists
Alongside my work in leadership and strategy, I founded The Affection Economy.
I'd spent years watching organisations talk about values while designing systems that made those values almost impossible to live.
Affection, in this context, isn't softness.
It's attention.
Care.
Accountability.
Responsibility in action.
It's a philosophy about building organisations, relationships and communities that people genuinely want to belong to.
Decision-making is one expression of that philosophy.
The Affection Economy explores the bigger picture.
Writing
Writing has always been how I make sense of the world.
Some ideas become books.
Others become essays.
Some are deeply personal.
Others explore leadership, systems, creativity and culture.
Together, they form an ongoing body of work asking the same question:
How do we live, lead and create without losing ourselves in the process?
She Who Holds the Map
My memoir-in-essays exploring matrilineal memory, resilience, women's stories and the landscapes that shape us.
Read She Who Holds the Map on Substack
Essays & Ideas — The Affection Economy
An ongoing collection of essays exploring values, courage, connection and more human ways of living and leading.
Studio Jet
Studio Jet is another way I think.
Illustration, storytelling, design, and objects become another way to explore the same questions.
Sometimes words aren't enough.
Sometimes a drawing, a piece of art or a carefully designed object can start a different kind of conversation.
One Body of Work
People often ask how Decision-making, the Affection Economy, my books, Studio Jet and Storymaker all fit together.
The answer surprised me too.
For years, I thought I was building different projects.
Only recently did I realise they were all different expressions of the same lifelong question.
How do we live well, lead well and make decisions we can trust?
What I believe
Affection and accountability belong together.
Care is not the opposite of performance.
Values only matter when they shape our decisions.
Leadership is something we practise, not perform.
Growth without compromise isn't idealistic.
It's necessary.
Because I don't believe people need fixing.
I believe they need the space, structure and courage to hear what they already know.
If that resonates, we'll probably work well together.