For nearly four decades I worked as a litigator. I co-founded and led Sajen Legal in Queensland, acting in high-stakes commercial, insolvency, and partnership disputes. My work was to keep companies alive and deals intact when everything was on the line.

A colleague once called me a “merits lawyer”. He meant that I cared too much about the practical, commercial reality and the people in it, and not enough about running every point to a fight. He was right. That label crystallised what I had been seeing for years: the legal system is a blunt tool. It can decide who is “right”, but it often leaves both sides exhausted and the business gutted.

I saw good owners and partners lose the enjoyment of running their firms long before the court gave them an answer. Process took over from judgement. The dispute became the business.

The K Advisory is my response to that.

Today I work with privately owned SMEs and professional firms when leadership, ownership, or key relationships are breaking down and litigation is being discussed but has not yet begun. The work is simple to describe and hard to do well: stabilise what matters, set out the real options, and design a clean commercial path forward—together or apart.

The centre of my brand is:

· Litigator’s foresight, used early.I design strategy as if the matter could end in court, then work backwards to avoid that path.

· Calm, commercial judgement. I separate noise from risk, and keep decisions anchored in value, not point-scoring.

· Structure that outlasts the crisis.I focus on the agreements, roles, and guardrails that stop the same problem returning.

I no longer build legal cases. I help owners and partners fix the structures and decisions that would have produced one. The test is straightforward: the business is stable, value is protected, and the people running it can stand to come back tomorrow.