The disability support sector in Australia is experiencing a quiet revolution, driven not by clinical experts but by an outsider with a corporate background. Michael Jones, who spent nearly two decades in telecommunications and IT in New Zealand, has applied his business operations expertise to Ability to Achieve, creating a model that prioritizes participant outcomes over bureaucratic processes.
Jones entered the disability services field without familiarity with clinical terminology, therapy protocols, or behavior support plans. This apparent disadvantage became his greatest strength. "Numerous families struggle to comprehend the system as well—the therapy jargon, behavior support plans, OT language," Jones explains. His outsider perspective allows him to translate complex processes into understandable terms for families while maintaining focus on achieving real outcomes rather than completing paperwork.
While public discourse about the National Disability Insurance Scheme often centers on costs and controversies, Jones observes daily transformations through consistent, skilled support work. Ability to Achieve's community support workers engage in what Jones describes as "building blocks"—helping participants apply for university, obtain identification documents, practice using public transport independently, or gain social confidence. These workers maintain constant vigilance, thinking four to five steps ahead to ensure safety while working toward long-term independence.
The outcomes speak for themselves. Ability to Achieve has facilitated participants moving from round-the-clock hospital care to independent living, from severe addiction to sustained recovery, and from complete social isolation to active community engagement. Several participants have transitioned from requiring one-on-one care to shared supported living, with one individual successfully transitioning completely off the NDIS after three years of consistent progress.
Jones believes Australia's structured disability support system, while requiring ongoing adjustments, helps prevent issues seen in other countries like the homelessness crises observed in parts of the United States. The NDIS framework, though relatively new, is well-structured as an insurance scheme and steadily improving. "The NDIS is functioning. Lives are being transformed every day across this nation," he emphasizes, noting that outcomes are evident when providers focus on real transformation rather than bureaucratic compliance.
What distinguishes Jones's approach is his commitment to remaining hands-on despite his CEO title. He actively engages with participants and operational realities, ensuring Ability to Achieve's culture reflects its values in practice. The organization serves over 200 participants across Sydney, Canberra, and Wollongong while maintaining a participant-centered, non-corporate culture. "Our aim is to continue growing while avoiding over-corporatization or losing sight of what truly matters," Jones states. "We will remain participant-centered, grounded, and driven by heart."
For business and technology leaders, Jones's journey demonstrates how cross-industry expertise can drive innovation in human services. His transition from corporate IT leader to disability care advocate illustrates that fresh perspectives—unencumbered by traditional approaches—can create meaningful change. As Australia continues refining the NDIS, this model suggests that scale and genuine care can coexist when organizations prioritize lived values over corporate formalities. More information about their approach is available at https://abilitytoachieve.com.au/.
