Outsider Perspective Drives Transformative Disability Support in Sydney

Michael Jones brought nearly two decades of telecommunications and IT experience from New Zealand to his role leading Ability to Achieve in Australia, expecting a corporate turnaround but discovering a profoundly personal mission. His lack of familiarity with disability sector terminology and protocols initially seemed a hurdle, yet it became his greatest advantage in connecting with families who also struggle to navigate the complex system. Jones explains that coming from outside the field allows him to relate to families' perspectives and simplify intricate processes into understandable terms, while maintaining focus on achieving real outcomes rather than merely completing paperwork.

This outsider perspective has shaped Ability to Achieve's operational approach, emphasizing accessibility and effectiveness in daily life improvements over clinical jargon. While public discourse about the National Disability Insurance Scheme often centers on costs and controversies, Jones observes daily transformations through consistent support work. Community support workers engage in what he describes as "building blocks"—assisting participants with university applications, obtaining identification documents, practicing public transportation use, and building social confidence—while maintaining safety and anticipating challenges multiple steps ahead.

The organization has facilitated significant life changes that counter negative perceptions of the NDIS. Participants have transitioned from year-round hospitalization to independent living, overcome severe addiction with sustained recovery, moved from home isolation to community engagement including visits to Bondi cafes, shifted from one-on-one care to shared supported living, and some have successfully transitioned completely off the NDIS after years of progress. Jones emphasizes these are not isolated incidents but results of consistent, compassionate support focused on genuine outcomes.

Jones believes public perception of the NDIS remains divided between those viewing it as a financial burden and families experiencing its life-changing impact firsthand. He acknowledges the system requires ongoing adjustments like any large-scale program but argues it prevents issues seen in other countries, such as homelessness crises observed in parts of the United States. While Australia's NDIS framework is relatively new compared to New Zealand's stronger cultural perception of disability support, Jones maintains it is well-structured as an insurance scheme and steadily improving.

Despite his CEO title, Jones remains hands-on with participants and operational realities, ensuring the organization's culture reflects lived values rather than policy documents alone. This commitment to maintaining a participant-centered, non-corporate culture while serving over 200 participants demonstrates his belief that scale and genuine care can coexist. As Australia continues refining the NDIS, Jones's experience illustrates how fresh perspectives unencumbered by traditional approaches can foster meaningful innovation in support delivery.

For Jones, what began as a business leadership challenge has transformed into ensuring participants access choices, dignity, and opportunities many Australians take for granted. He reflects that every individual deserves the opportunity to create their desired life, with support workers making this possible through daily shifts, conversations, and small victories—a narrative he believes deserves greater attention alongside system controversies.