James Salmon

I have spent more than 25 years learning that the hardest technology problems are rarely about technology. They are about trust. About whether people believe you understand their world well enough to change it without breaking what matters. About whether IT is seen as a cost centre, a blocker, or a genuine partner in the work of the business. My career has taken me from electronics engineering in the Royal Australian Air Force to CIO and CTO roles across government, healthcare, higher education, homebuilding, and financial services, working in Australia, the UK, the US, South Africa, Germany and Chile. What connects all of it is a belief that looking after your people and delivering for the business are not competing priorities. They are the same job viewed from two angles. Today I lead technology at TIGER 21, where trust, discretion, and member experience matter as much as systems and process. I am particularly interested in how AI is reshaping organisational work, not as theatre, but in the applied reality of governance, operating model design, and human adoption. I write here about the business of change, building teams that earn trust, and the practical work of leading technology across industries, cultures, and moments of genuine uncertainty. Australian by birth, British by formation, American by geography. The accent is a mix. So is the perspective.