Valuation taught me the rigour of running numbers backed by research and real analysis. It also taught me that a valuation is one part of the picture, and that every number rests on assumptions that need to be tested in the market.

At PwC I took that discipline into corporate advisory, working on commercial and financial problems where property was usually one issue among several. I learnt to write for the audience, to properly understand what they needed, and to make sure every recommendation was backed by diligent work and modelling.

At Stockland and Assemble I started owning the outcome: acquisitions, capital, development and delivery across thousands of dwellings and significant capital investment. Being the principal changes how you read a feasibility. You stop asking whether the numbers work and start asking what happens if they do not, who carries it, where the biggest risks sit, where the upside is, and whether the organisation can deliver what the paper promises.

I sit on the board, on the receiving end of the papers and recommendations. Context matter, I have watched good opportunities fail to get support because they were not a good fit for the business. I have asked the questions boards ask: is this a good use of our capital, is the risk acceptable, what will it take to run, and can we defend the decision if it goes badly?

I set up Osta Advisory to bring all of that together. You work with me directly, and you get a clear recommendation I am prepared to stand behind, not just a set of numbers.