
President of International Sales & Commercial Division at The Star Entertainment Group, where I carried AUD 45B in turnover (~AUD 605M revenue) and a 200-person commercial division across the integrated-resort sector. Vice President at Crown Resorts. Director at Las Vegas Sands. Author of How to Hook a Whale. Vault Corporation is what twenty-five years of carrying the pipeline personally taught me, distilled into a methodology that travels.
From a 10× exit on a sea-sports business at twenty-four to the presidency of an AUD 45B-turnover division (~AUD 605M revenue) at fifty. Every role compounded into the next. Every leak observed became part of what would later become Vault’s diagnostic spine.
Founded Vault Corporation in 2020 to commercialise the methodology twenty-five years of operating UHNW pipelines produced. The practice serves private banks, family offices, integrated resorts, luxury operators, and high-end advisory firms across APAC and globally. The HARVEST methodology and proprietary WHALE Code™ client-profiling system are codified, trademarked, and embedded in every Vault deliverable.
Founded Alola, an AI-enabled lifestyle travel platform. The venture concluded in January 2026 with no outstanding obligations — an honest wind-down that pre-dated the Vault Corporation v6 raise. Alola served as a parallel exploration in operationalising UHNW preferences through AI; selected operating insights migrated forward into Vault’s methodology.
The apex of the pre-Vault career. AUD 45B turnover (~AUD 605M revenue). Team of 200+. Contributed to highest-ever reported turnover at AUD 59.6B (~AUD 805M revenue), AUD 13B above year-to-date board budget (~AUD 175M revenue) at the peak. The discipline that produced those numbers — HARVEST stage-by-stage, WHALE Code overlay on the top-100 actively-pursued clients, Tend cadence systematised as a scheduled commercial deliverable — is what Vault now sells as methodology.
Recovered annual market share from AUD 0.5B → 2.8B turnover (~AUD 7M → 38M revenue) across four consecutive years — 5.6× market position, top of the market reclaimed, no debt funding required. The turnaround that proved the operating-discipline-first thesis: the recovery came not from new headcount or platform investment, but from ICP discipline restored, Attack Sheet rebuilt with archetype overlay, and Tend cadence installed.
Three properties, three apex markets: Singapore (Marina Bay Sands — opening operator), Macau (Venetian Macau), Las Vegas. SGD 100M+ in new business closed within sixty days of MBS opening. HKD 34B in premium-direct turnover (~HKD 970M GGR) at the Macau property, holding the #1 market position. USD 60M single-client acquisition in Las Vegas — the relationship that would later become the lineage for the Patron Protocol product line.
The pivot from founder-operator into enterprise-scale commercial leadership. The role that codified the discipline of operating premium sales structures inside larger institutional frameworks — the conditions every subsequent integrated-resort role would intensify.
The second founder-operator chapter. Marketing leadership followed by independent advisory. Concluded with a 3× exit — the experience that taught the lesson Vault now teaches: premium operations live or die on the discipline of pricing-held-under-pressure.
The first venture. Singapore-based sea-sports operation, founder-led, built from zero. Concluded with a 10× exit — the first proof point that the operating disciplines later applied to billion-dollar UHNW pipelines scale up from any size of business when the operator-grade rigour is in place from the start.
The 2013 Executive MBA was completed across four institutions on three continents under Singapore Management University’s tri-continent EMBA programme — a structure that mirrored the operating reality of running multi-jurisdiction UHNW pipelines. The institutional affiliations below are the formal partner schools of the programme.
UHNW client work in APAC requires linguistic and cultural fluency across the three Chinese dialect zones, the broader Mandarin-speaking economy, and the Japanese institutional layer. Below are the languages Marcus operates in personally. Public marketing materials are published in English, Mandarin, and Cantonese per the Vault brand register.
The work behind the work. Each title pressure-tests an element of the Vault methodology in print before it ever becomes a programme. The first is the publisher-validated foundation. The second is the Taiwan foreign-rights acquisition. The third re-frames the client side. The fourth, forthcoming, completes the human-side companion.

The foundational text of the HARVEST methodology. Marshall Cavendish Business.

The Taiwan foreign-rights edition. Translated by 曾秀鈴. BIZ #309.

The client-side perspective on strategic advantage in demanding premium sales environments.
Trust, emotional intelligence, the human side of elite sales performance.
Every Vault engagement begins with the Revenue Leak Audit. Open conversation, no commercial pressure. Marcus replies personally within 24 hours.
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