Three years. First documented work. Physical logistics, route optimisation, last-mile delivery economics. A problem that became a $100B+ market two decades later. Pattern recognition operating before there was a name for it.

Sump maintenance. Underground coal mining. Industrial systems operating under extreme constraint. Early understanding that systems break in predictable ways at predictable points.

Casual and contract work. Moving between environments. Building the ability to read new systems quickly and find the pressure points without the benefit of institutional knowledge.

Two years. Warhammer is not a painting hobby. It is a system of rules, asymmetric resource allocation, constraint-based strategy, and repeated decision-making under pressure. The pattern recognition that became the 6 Lenses was operating here. It just didn't have a name yet.

Contract work across various placements. Continued building adaptability and the ability to identify structural dynamics in unfamiliar environments quickly.

Making trophies. The job that demonstrates the range. From coal mining to trophy making to corporate travel to EY — the connecting thread is never the industry. It is always the pattern recognition operating underneath.

General labour at a large food production company. Exposure to industrial scale operations and the physical reality of supply chain at volume.

Camp counselor in Maine. First international work. Leadership, mentoring, operating in an unfamiliar environment. The people skills that later made operator conversations natural started here.

First year completed. Astrophysics: you cannot move the stars. You study systems exactly as they are, running experiments on what already exists. Engineering: bringing things into reality and optimising them. The observation that became a thesis: true engineers always end up in finance or management. Every root cause traces back there. President of Macquarie University Engineering Student Society (MESS) 2013–2014. Mentor, Macquarie University Mentors, 2012–2014.

Three years casual retail while studying. Customer behaviour, sales technique, and the retail dynamics of a franchise system.

Eight months. Retail travel sales. How consumers make high-stakes purchasing decisions under uncertainty. The beginning of deep travel industry knowledge.

Five months. Continued building travel industry expertise and customer relationship skills in a smaller operator environment.

Corporate travel management. Egencia generating $7.95B in 2018. C-suite selling, cold calling, market development. First real enterprise sales exposure. The gap between how large organisations say they make decisions and how they actually do became visible here.

Managed the Expedia Travel Agent Affiliate Program. Sales strategy, client presentation, commercial development. Distribution channel dynamics and the structural economics of travel at scale.

Key account management and senior stakeholder management. Operating inside an $8.6B institution. The pattern recognition for where friction accumulates invisibly inside large systems sharpened here. Understanding of what it takes to move relationships with institutional inertia.

Led product management across four practice areas at Ernst & Young. The highest-credential institutional role in the career. 2 years, 8 months. Exposure to how professional services firms productise expertise, where the actual value sits versus where it is claimed, and what happens when institutional complexity outpaces institutional judgment. Redundancy: November 2023. The redundancy was the catalyst.

Master of Business Administration. Completed while working at EY. The commercial layer formalised — strategy, finance, and organisational design brought into a structured framework.

Approximately eight months of redundancy following EY. Attempted to build something during this period — the founding signal about SMB cashflow and unpaid invoices emerged here — but could not articulate it into a viable structure. This inability to articulate was the real founding problem. It drove the creation of the system that became Kallor.

Eight months. Van pickup driver while building Kallor. Not incidental — this was the period where the ADHD diagnosis arrived and the pattern recognition came into full service. The van was the container. The thinking happening inside it became the institution.

Diagnosed with ADHD during the van driving / post-redundancy period. The diagnosis did not create the pattern-recognition, the cross-domain linking, the compulsion to see structure where others see noise, or the inability to accept ceilings that others accepted — it explained it. Every unusual connection made across unrelated domains, every idea that wouldn't stop arriving, every moment of thinking differently to everyone in the room — it was always there. The medication brought it under control. The recognition brought it into service. This is private information. It is recorded here because it is true and because the raw record must be complete.

An article given by his mother-in-law about small businesses closing due to cashflow from unpaid invoices. Tried to build something from this during the redundancy period but could not articulate it. The signal was real. The framework to act on it did not exist yet. Building the framework became the mission.

The shift from treating ideas as random creativity to treating them as raw material that requires a kill mechanism, not more volume. The precondition for everything that followed.

Video chosen as public judgment surface. Format: take the best idea most people would ever have and kill it on camera. Show exactly why. The audience wonders what survives in private. The private bets — stock market for SMB operators, visual math, golden age of humanity — create the mystery. The contrast between public killing and private building is the brand.

The institutional posture locked: the ability to eliminate with precision is more valuable than the ability to generate in volume. This shaped the content format, the pilot design, the KDE, and the decision states that followed.

First version of the internal decision system. Idea capture, kill filters, compression, staged culling. Three content formats: Cull Episodes, Breakdown Episodes, Idea Batch Episodes. First recognisable internal operating system.

Infrastructure, Optimisation, Behaviour, Arbitrage, Regulation/Control, Second Order. A single raw signal can generate up to 6 distinct expansion directions. Structural repeatability across all assessments. Dependence on intuition alone eliminated.

Too narrow. Too execution-heavy. Implied more operational ownership than intended. Rejected. Created space for the capital allocation identity and $3B+ thesis.

The framework outgrew its container. Kallor Group named. Canonical flow locked: Signal → KDE → Execution → Capital. Brand kit v3 formalised: Navy #2E4A5F, Steel #4A7A9B, Kill Red #C0392B, Survive Green #27AE60, Park Amber #E67E22. Barlow Condensed, Barlow, DM Mono. Institutional over personal. System over individual.

Partner Solutions Group. Full-time, on-site, Sydney. Start date: 18 April 2025. The role Kallor is being built to replace. The 40% consulting ceiling exists because of this constraint. Also active: TEDx photography, astrophotography, coach/player/videographer Sydney Uni Lions American football team.

Jurgen. First operator through the Kallor system. Date fixed. Everything before this is infrastructure. Everything after is operation.

Anti-corporate fit. Not a priority. Structural incompatibility between operator disposition and Kallor system. Killed correctly and cleanly. First proof the filter has teeth.

Founder SquareBySquare, former Qantas Head of Product, CommBank Innovation Solutions Manager, Expert-in-Residence Fishburners, scaled platforms to $100M+. Confirmed the system has legs on 28 February 2026. First person with genuine institutional credibility who looked at what was being built and gave an unprompted signal of validity.

Hard institutional filter: if an opportunity cannot plausibly produce $3B+ through a defensible structural wedge, it does not command Kallor's attention. Changed identity, not just selection criteria.

Full internal operating system behind Cloudflare Access. Built entirely on iOS via Working Copy → GitHub → Cloudflare Pages. Foundation, Judgment, Execution, Capture, Network, Systems. Canonical file naming. build.py as master script.

Three schemas. Tables: raw.signals, proc.raw_assessments, proc.kde_expansions. Snake_case naming contract. No variations. Pipeline: Apple Notes → raw.signals → proc.raw_assessments → proc.kde_expansions. Raw data is eternal — never edited, always referenceable.

Next.js operator console. Three modules: AI Raw Signals Prompt, AI Signal Structuring + Assessment Prompt, AI KDE Expansion Prompt. Validate → Push model. Supabase read/write operational.

Annual letters beginning from institutional founding. Modelled on Berkshire Hathaway. Reasoning on record is proof of judgment operating consistently over time.

Consulting and workshops replace current employment income while the capital machine compounds. Hard ceiling: 40%. The moment workshops become the identity, the institution has failed to compound.

Real signal data processed through the full pipeline into the navigation layer for the first time. The system crossed from architecture into operation.