Responsible for a high-performing, values-driven team of five staff, responsible for designing, implementing, evaluating and continually improving the University's University's risk, compliance, policy, business continuity and delegations frameworks and operations. I achieve success in these domains through influence, trust and leadership; a principles-based and values-informed decision-making approach; and a genuine understanding and appreciation for institutional complexity.In addition to the policy and compliance elements listed further below:𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲: I have provided advice and managed the delegations of authority framework for the University, have worked closely with governance colleagues on relevant matters such as conflicts of interest and controlled and uncontrolled entities, and spent several months on secondment in the University’s Secretariat area, supporting committees and writing best-practice guidance. 𝗥𝗶𝘀𝗸: I support the operational delivery and strategic framework for risk management at the University. I have co-developed the Risk Management Policy and Procedures and University risk appetite model; undertaken operational risk assessments with business units and developed an operational risk prioritisation model; redeveloped the University’s project risk template; supported the development of customer-focused business resilience tools and approaches; and introduced an innovative controls-first compliance risk model and tools.𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿-𝗹𝗲𝘃𝗲𝗹 𝗿𝗼𝗹𝗲𝘀: I have frequently acted in senior leadership roles (totaling around 8 months), such as Director Legal and Compliance Services, Director Compliance Services, and Associate Director Information Management and Archives. As part of these roles I have managed up to 18 staff, made budgetary decisions, and submitted and presented to Executive-level decision-making bodies.

Extensive experience in the design, deployment, evaluation and continual improvement of the University’s policy, compliance and delegations frameworks and operational delivery.𝗣𝗼𝗹𝗶𝗰𝘆: Responsible for the framework and operational and quality management of the University's policy suite (~250 policies and procedures), and have been involved in the development and review of over 220 University-wide policies and procedures across all variety of matters. My dedication to a high-performing, fit-for-purpose policy system was recognised through sector awards for Best Practice Award in Policy and Governance in 2020 and 2015, including for the project I led that introduced a new policy framework and rationalised 210 policies to 61, improved their comprehensibility, and raised the KPI of reviewed policies from 24% to 93%.𝗖𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲: Responsible for the framework and operational and quality management of the University's legislative and regulatory compliance approach. This includes environmental legislative monitoring and escalation, risk-informed regulatory assessment, and the ongoing management of 56 pieces of key legislation through a portfolio of 37 Compliance Officers. I identified and addressed an opportunity to introduce risk management principles to compliance management, and developed and deployed an effective and innovative risk and controls assurance model to compliance management, which clearly articulates the key risks, drivers and consequences of regulation and assists Compliance Officers to focus their efforts on high criticality controls and treatment activities.

Helping organisations and associations grow and develop by fostering good governance and effective organisational processes within a safe and appropriate risk appetite.

Principal Consultant and owner of GRC Consulting, a small, professional consultancy that provides organisations with high-quality, outcome-focused advice and support for policy review and development, compliance, risk and governance.

Responsible for leading and managing the good governance practice of the school’s governing body. Key successes:✑ Reversing a negative enrolment rate through strong, collaborative leadership✑ Successful development of the 2016-2019 Strategic Plan (the first strategic plan for the school since 2009).✑ Managed the transition between an Acting Principal and a new Principal, and establishment of a close, trusted and effective Chair–CEO relationship with the new Principal✑ Managed the preparation for re-registration by Department of Education Services, leading to a full five-year registration term in 2017✑ Developed new policies to the school and community’s satisfaction (and in consultation with AISWA), which defused a serious and ongoing stakeholder issue.✑ Developed and introduced to the school an organisational risk matrix and appetite and used this to focus the Board’s attention✑ Built Board Member competencies, particularly the understanding of their role as governors and not operational managers✑ Chair, Governance Risk and Compliance Committee; Member, Strategic Planning Committee & Finance Committee

The Otago Regional Council manages the natural resources and environment of New Zealand’s second largest region. I was responsible for developing regional-level solutions to complex environmental and natural resource management issues. Key success: I led and project managed a 4-year project aimed at significantly increasing and redeveloping the region’s protection of its few significant wetlands. I performed the initial research and investigation, undertook policy efficiency and effectiveness analysis and cost/benefit analyses, wrote and developed legislation, organised and presented at public meetings, managed the submission and consultation process, presented and reported to elected members, and managed staff outputs.My project was highly successful. Through innovative solutions and dedicated stakeholder management, there are now 170 designated and mapped Regionally Significant Wetlands in Otago (up from 69) with much greater protection than before my work.I was also a supporting analyst for regulatory changes to manage minimum river levels and water allocation and developing a strategic community consultation process. I also worked on issues such as non-point source pollution discharges (agricultural and urban), groundwater allocation, community water management, air quality, coastal issues, analysing government papers and case law, and utilising my specialist areas of economics and strategic thinking to provide innovative and effective solutions.

• Responsible for the analysis, design and implementation of systems and processes by which to further clinical research in the School.• Database and data management design, construction and implementation.• Required extensive foresight, analytical nous and a particularly fine attention to detail.• A high-demand, high-impact position with great responsibilities requiring mental agility and time management skills.

For “Democratisation in Post-Suharto Indonesia” (edited by Marco Bünte and Andreas Ufen), Routledge, 2008 (Germany)• Sole proof-reader and copy editor of an academic text published by a major international publishing company.• Extensive co-ordination with twelve contributors in four countries.• Required considerable organisational and co-ordination skills.

• Self-directed and independent research and writing for the Institute of Asian Studies.• Published several articles in an academic journal.