The name: Complai for safety and compliance. ai for the intelligence woven in. Mentors for the hands-on guidance. Complementors, businesses making each other better.
Fresh eyes on how your business really runs, with safety and compliance at the core. I work alongside your team to spot what could run smoother, put the changes in place and make sure they stick.
Every business I walk into is different. The patterns aren't.
The owner is the bottleneck. Every decision, problem and approval lands on the same desk.
I help: Clear roles, delegation and simple routines, so the business runs without you in every conversation.
Growth has outrun the systems. What worked at 10 people is creaking at 40.
I help: Processes and workflows sized for where you're going, not where you started.
Systems already paid for, barely used. Microsoft 365, HR software and AI tools doing a fraction of what they could.
I help: Set them up around how the work is really done, so your people actually use them.
Information everywhere, answers nowhere. Drives, inboxes, spreadsheets and people's heads.
I help: One trusted home for the information that matters, plus simple reporting managers can act on.
New people learn by watching whoever's nearest. Knowledge walks out the door when someone leaves.
I help: Practical inductions, training and a way to capture what your best people know.
Critical risks that are written down but not controlled. The procedure exists. Nobody has checked it works.
I help: Find your critical risks and check the controls work on the floor and in the field.
Safety paperwork that looks excellent but doesn't describe the job, more and more of it drafted by AI.
I help: Documents that match the real work, short enough to be read and checked by someone who knows the job.
Contractors working under your name, with little real view of how they actually work.
I help: Proportionate prequalification and checks that test practice, not paperwork.
None of these are separate problems. They're the gap between how a business thinks it works and how it actually works. That gap is where I start.
How should the organisation work? That's the question I start with.
Clear, practical recommendations, ranked by what matters most. Then I roll up my sleeves and help put them in place, alongside your team and your existing providers. Quick wins first.
Mentoring and progress reviews to bed it in, until the new way is just how things are done. Then back again at the next growth point.
Start with one problem. Most clients find there's more worth improving once they see what's possible.
A good first one right now: from 1 April 2027 every business has to put its critical risks first. I'll help you find them and check the controls actually work on the floor and in the field, not just on paper.
A short, honest outside-in look at your business, with specific, practical feedback, not a generic checklist.
Often not new advice. Just the kind of feedback people say, years later, they wish they'd acted on sooner.
Start with a Cold Eyes ReviewGet the way you lead, train and look after your people right and the rest follows. Safer work, better quality, smoother processes and people who want to stay. Safety done well isn't a cost to carry. It's one of the clearest signs a business is run well.
The cost isn't safety. It's harm.
It's why I talk to the people doing the work before I recommend anything.
Before Complaimentors, I spent 30 years in operations leadership. It started hands-on in the trades, then retail for formal management training with one of the UK's best known brands, then owning and running a hospitality venue. From there I moved into senior and GM roles, first managing Brookfield's operations and services business for ExxonMobil in New Zealand, then leading Honeywell's New Zealand service business. Most recently I led People and Operations for a group of four companies with around 200 staff, delivering service contracts for major fuel companies including BP and Z.
I've spent that career on both sides of the contractor chain, as the client setting the requirements and as the contractor working to meet them. I've seen how much time goes into proving safety on paper and how little is often left for the people doing the work.
HSEQ and HR aren't just what I know, they're where my passion sits. Risk management done well protects people. People done well is what makes a business worth protecting.
That's also why I'm completing a Graduate Diploma in Occupational Health and Safety at Massey University. My research looks at AI and why safety paperwork keeps improving while harm doesn't, including who's actually checking it. Early signs are that it often looks better than it is. It's the same gap again, perception against reality.
I test AI before I trust it. Done well, it means less time chained to a screen doing mind-numbing paperwork and more time with your people and customers, where the real work happens. I'll always tell you where AI was used and who checked it.
People, systems and compliance are never separate problems. Treat them as one and the organisation runs better.
Founder-led and growing organisations of any size, anywhere safety, health and wellbeing are part of the work. From lean owner-operator teams through to larger, multi-site groups and the boards that oversee them. That includes subcontractors and suppliers working to larger clients' safety requirements, often without a dedicated safety person.
Whatever systems they've already invested in are usually underused. Compliance requirements are growing faster than internal systems expertise. Good people are held back by processes that don't fit how they actually work.