I work the human side of AI adoption.
Companies buy the tools. The value shows up only when the people and the systems around them shift. That gap is the work.
Pharmacology, law, government, consulting, startups, now AI. A career spent in the space between systems and the people inside them.
The through-line is not the job titles. It is the method.
Natasha reads the evidence like a scientist, argues the claim like a lawyer, and sells the change like a strategist. That is not a slogan. It is the actual training underneath the work. Pharmacology taught her dose-response thinking, that the same input helps at one level and harms at another, and that you titrate rather than flood. Law taught her to separate the claim that is proven from the claim that is merely confident, which is most of what gets said about AI. International business taught her that a true thing nobody acts on is worth nothing, so you have to sell the change, not just be right about it.
The career arc runs through pharmacology, law, government, and consulting, including enterprise change work at PwC, into a startup and now into AI transformation. Today she works inside a roughly 400-person program, on the human-system problems that decide whether the technology lands. The pattern was the same in every room. Someone deploys a system. Someone else has to live inside it. The distance between those two is where things go wrong, and it is the distance she has spent a career standing in.
She advises in the field of AI transformation and helps the change land. The frameworks are how she does it in public. Three Gates for the decision, the Work Redesign Sprint for what the job becomes. Decide well, change safely, redesign on purpose.
She is based in Sydney.
Have her in the room.
For keynotes, leadership sessions, and the occasional advisory engagement. She takes a few each year, and says yes to the ones that belong on the bio rather than the invoice.
