Peter Robertson

Chief Executive Officer

Peter joined Intelligent Pathways in 2006 and was appointed Chief Executive Officer (CEO) in 2009. During this time Peter has been instrumental in the growth and diversification of Intelligent Pathways’ service and product offerings and the Company’s geographical expansion throughout Australia.

Peter has a strong background in Business Relations and Marketing and has over 18 years’ experience working across the private and government sectors. As CEO for Intelligent Pathways, Peter’s key responsibility is around driving new business opportunities. He has built a strong leadership team and recently re-engineered the Company’s organisation structure to ensure agility for further growth and expansion.


Why do you like working for IP?

For me it’s the people, the clients, the projects and the value we bring – I think it’s exciting. I get excited looking at our people get excited. Because there’s lots of things that ordinarily don’t excite me (from a tech perspective)…but I want to see people succeed and I want to see people happy and it’s great when you talk to people and they love the technology they’re working on or they love the project – that’s what it’s about for me.

Most interesting project?

Probably our airline application Jetstream, because it played a significant part of us starting to engage with other parts of the business besides IT. It was also one of the first apps we built that had a huge number of users, and was front facing, using bleeding edge technology (the ipad had only just been released when we began work), and most importantly it was something anyone on the street could understand. I could say to people ‘you know when the flight attendant walks down the aisle with the ipad and gathers information? That’s our app.’ And that was something really special.

What is your way of working/quote?

I always pride myself on trying to be the dumbest guy in the room. For me it’s about surrounding myself with very intelligent, capable, hardworking people and letting them advise me on where we need to go. At the risk of sounding a bit cheesy, I can sleep at night because I know my management team (and the team at large) own the business as much as anybody, and can be trusted to find the best outcomes possible.