Managing team of 12 – marketing, communications and design team – to deliver strategic and tactical communication advice to support SLQ initiatives and strategic objectives.

Managed small project team of content writer and web designer/html developer on time-critical project to conduct relevant customer research, rewrite, repurpose and migrate relevant online content from departmental-focused structure to a customer-centric topic-based navigation at www.qld.gov.au/about/

Managed timelines, budget and personnel for IT and other business improvement projects.

Managed procurement project to establish a panel of suppliers for a range of creative advertising and related services for use by DPC and other departments as required. In late 2009 a panel of eight (8) suppliers were appointed – four full service agencies; two small operators and two niche operators with expertise in youth, indigenous markets and experiential marketing.

Established and managed new work unit including three online specialists – web metrics, web design and web content writer – to monitor and improve the content and performance of DPC’s websites.

Provided strategic leadership through communication advice to senior management and Premier’s Office; leading a team of 20 staff including marketing/communication, speechwriting, publications, and graphic design. Key role in strategic review of DPC Communication Services, resulting in creation of Online Communication unit and improved organisational structure with regrading of communication positions for better career path.Key role in devising strategic messaging for public information from State Crisis Centre.Fostered information-sharing with other communication directors on key communication projects and policies, chaired whole-of-government Heads of Communication committee.Delivered state-wide communication campaign to promote Queensland Government infrastructure projects to regional and SEQ communities.

Managed a team of seven (7) account managers who liaised with departmental clients and other departments on government corporate identity, copyright and government communication policies.

Delivered two special projects during this periodWORLD EXPO in AICHI JAPANDeveloped and implemented the whole-of-government communication strategy promoting Queensland at World Expo in Aichi Japan (April to September 2005). Managed a budget of AUD$150,000 and chaired a whole-of-government communication group to ensure consistent messages and imagery.Engaged and briefed local Japanese public relations company for local assistance and media monitoring services at minimal cost.Coordinated involvement of creative and educational ‘champions’ ¬as focus for events and media interviews. DPC CORPORATE MARKETING AND COMMUNICATION PLAN 2004-2008This document was a key part in the DPC Strategic Plan 2004-08 and its goals of ‘supporting the Premier in communicating effectively to the whole Queensland community’ and ‘providing leadership across government’.Researched, consulted with stakeholders and prepared the document which outlined the strategic issues and direction for communication within the department and in its role as lead agency in Queensland Government.

Lead a team of 20+ staff.Provided strategic advice to the Premier’s Office regarding public communication campaigns.Provided leadership and advice on communication activities for other departments, including reviewing for compliance with whole-of-government messages and style; liaison between these departments and Premier’s Office in order to maximise communication effectiveness and cost efficiencies for Queensland Government.Conduit between Premier’s Office, senior executives and DPC units on strategic direction, messages, public information campaigns. Liaised with major whole-of-government master media and media monitoring contractors as to their ongoing performance.

Provided high level strategic advice and direction to internal DPC clients and externally to other departments relating to the coordination and implementation of communication and marketing policies and strategies including online communication.Managed a team of eight (8): account managers to advise internal and external clients on corporate identity and communication policies, contract management staff and graphic design (print /web) team.

Managed QAS Customer Contact Centre - 25 staff and an annual expenditure budget of $1.36M - for 3 months while regular manager on leave. Contact Centre averaged 7,000 calls per week (Mon-Fri), and processed 20% ($11M) of all ambulance subscription revenue.During this brief secondment, prepared report on revenue patterns, call loads and staffing levels which was successful in gaining additional funding from senior management to change operating hours to improve customer service and maximise revenue.Commenced negotiations with other emergency service agencies to process additional revenue streams.

Managed corporate communications to 1.5M subscribers in Queensland including: database marketing, media advertising, promotional material and online communications. Prepared and managed annual marketing plan of over $1M for marketing and commercial development initiatives, to retain and grow subscriber base, and enable seven (7) Regional Marketing Managers to achieve $54M in subscription revenue.Managed marketing team of four (4): marketing officer, research and evaluation officer, graphic designer and administrative assistant. Coordinated and consulted on marketing activities with QAS Customer Contact Centre Manager, QAS Media Unit, customer service network (200 staff) and Regional Marketing Managers.