Responsible for leading the Firm’s People & Culture, Finance, Operations & Marketing streams.

As a member of AFL QLD’s leadership team, the role led Queensland’s Community Football Department to deliver the AFL’s priorities for youth & senior football, coaching, education, club development, integrity and umpiring.

Responsible for leading the senior football operations team that oversees the day to day management community football competitions across Qld, including affiliate leagues, umpiring, coach accreditation & development, volunteer education and support, integrity matters, senior representative football and supporting NEAFL in Qld.

The Tasmanian Football Council, in partnership with AFL Tasmania, is responsible for community football and game & market development across the state.

Represented numerous professional basketball players and coaches throughout Australasia, Europe and the USA.

BCK was a privately owned law firm located in Townsville. At its peak employing in excess of 90 staff inclusive of six partners, BCK was one of regional Queensland's largest and most progressive law firms. The firm had dedicated practice areas, with each department headed up by a partner specializing in that area of law.Reporting to the partnership on a quarterly basis, as CEO was responsible for the effective management of the firm in respect to finance, administration, HR, marketing, client relations, business development, IT and strategic planning.

TEAMELBOURNE was a joint partnership of the Melbourne Football Club (AFL), Melbourne Storm (NRL), Melbourne Tigers (NBL), Melbourne Vixens (Trans Tasman Netball) and Melbourne Racing Club (Caulfield & Sandown) all of whom came together to create value add benefits to each other through joint sponsorship and membership offerings as well as promoting Melbourne the city.. The organisation was funded by the member clubs and the Victorian State Government.

The Crocodiles were a professional team in National Basketball League of Australia (NBL). For a sustained period during the mid 90s through to the mid 2000s the cub was the most successful off court franchise in the country. The club ceased operations in 2016.

Responsible for all site HR systems, policy & procedure, with a major role focus on recruitment, as the site was located on native title land and there was a requirement to have 33% local employment.

Responsible for all HR staffing functions, including policies & procedures, recruitment, remuneration & benefits, along with the management of external contractors responsible for the maintenance of employee housing.

Policy and procedure development.