Why Level & True

For more than a decade, I've managed some of Australia's largest and most complex construction projects.

I've worked for some of the country's largest institutional development and construction companies, managing the people, consultants, contractors, approvals, budgets and commercial decisions behind getting a project delivered. I've managed projects with thousands of moving parts and, in some cases, hundreds of millions of dollars at stake.

I've dealt with builders, subcontractors, engineers, architects, planners, authorities, consultants, financiers, executives and project stakeholders, often when their interests didn't naturally align.

My job has always been the same: understand what's actually happening on site and across the project, identify where the risk sits, establish who's responsible for what, and make the decisions that protect the project's cost, program, quality and outcome.

For fifteen years I've led small and large teams through complex builds of a different kind: technology products with million-dollar budgets, non-negotiable scopes, tight deadlines, and a room full of stakeholders, customers, contractors, vendors and executives quietly protecting their own positions. I did that at Google, Qantas, Atlassian and a string of companies from two people to two hundred thousand.

Then we rented and renovated our own forever home, and talked to enough friends going through the same thing to know it wasn't just us. The builder, the trades, the engineers: when something went wrong, everyone pointed somewhere else. Get the documentation and the protections wrong early, and you're stuck, with the legal system and insurers too slow and too expensive to get much of it back.

That's why I started Level & True: the thoroughness I grew up with in Germany, put to work for families going through the same thing we did. Our role is to spot risks early enough to act on them, not just document them after the fact.