Daniel Calloway
I started my career as a corporate lawyer in Sydney in the mid-1990s. By the time I left law, I'd advised on transactions across three continents and developed a suspicion that most strategic problems weren't technical — they were human.
That insight drove everything that came next. I moved into general management, then into executive roles — Group Strategy Director at a listed infrastructure business, CEO of a mid-market financial services firm, and eventually Chairman of two ASX-listed boards. The thread connecting all of it was a focus on decisions: who makes them, when, with what information, and why they so often go wrong.
In 2012, I stepped back from full-time executive work and established Calloway Consulting. I wanted to do the work I'd always found most valuable — sitting alongside capable leaders and helping them think more clearly about the problems that kept them awake.
I have a deliberate practice. I take on a small number of clients. I am direct. I will tell you what I actually think, not what you want to hear. That's why people come back.
