Planning and logistics for remote expeditions

The same systems thinking that runs a remote expedition — planning, sequencing, and contingencies far from support — applied to how I approach operations work.

The problem

Remote expeditions — Kilimanjaro, Kokoda, the Everest region — run on the same fundamentals as a project: constrained resources, hard sequencing, and no room for avoidable mistakes far from help.

Things go wrong; the plan has to hold anyway.

The approach

Planning done as part of a team: sequencing the days, staging supplies, and building in the contingencies that matter when support is far away.

Photographing the expeditions themselves — the source imagery this site and its film are built from.

Carrying that field discipline into how I scope and stage automation work: small, verifiable steps, with a fallback when something breaks.

The outcome

A way of working that treats operations as a system to be planned and pressure-tested, not improvised.

The expedition photography became the raw material for the site's film — real inputs, worked end to end.

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All work