Gallipoli Medical Research (GMR) Limited is dedicated to enhancing the wellbeing and health of veterans, their families and the wider community through advancing medical research. GMR researchers find new and innovative ways to predict, prevent and treat serious health concerns across veteran mental and physical health, liver diseases and respiratory diseases. GMR is driven by the ongoing need to fight disease and improve the health and wellbeing of people in our community. GMR believes the solutions can be found in research.

Legacy Brisbane is a Not-for-Profit charity providing services to Australian families suffering financially and socially after the incapacitation or death of a spouse or parent, during or after their defence force service. At Brisbane Legacy we currently care for more than 8,000 widows and 250 dependants of the 90,000 widows and 1900 children and disabled dependants throughout Australia.As CEO Legacy Brisbane it is my responsibility to mobilise and channel knowledge, goodwill and resources of material and emotional support to the physically and psychologically wounded service personnel and their families. They have risked more, given more and sacrificed more; Legacy Brisbane will stand ready to support these families on behalf of a grateful Nation.

Complete Financial Balance provide financial advice to medical professionals and business owners throughout Australia, providing:•insurance and risk protection,•investment and personal superannuation advice, •retirement planning,•estate planning,•salary packaging, and •corporate superannuationAs the General Manager I have been responsible for the efficient and effective conduct of the daily business operations. I continuously promote the values of the organisation and ensures that all staff sustain a client-centric focus in the course of their daily activities. In concert with the Company Director's and principals I contribute to the strategic planning of the business. I implement the processes and procedures that achieve our organisational goals. I believe in implementing sound governance and compliance practices and maximising the financial and non-financial resources of the business to achieve the best results for our clients.Awards - In April 2014, at the National Aon Hewitt Financial Adviser Awards ceremony in Vietnam, Complete Financial Balance was awarded 'Practice of the Year' competing against seven other firms who made it into the finalist considerations.Awards - In October 2014 CFB was awarded the Association of Financial Advisor's inaugural Practice of the Year. This is a prestigious award and CFB is honoured to be seen as the best of the best in the industry.Presentations. I have completed two national speaking tours as the General Manager of an award winning practice within the financial industry presenting on corporate culture, organisational values and team development.

Aspen Medical is a global medical services management company, providing staff, equipment and medical consumables to deliver health services to public and private sector organisations throughout the world. As a state eHealth project manager, I lead and develop staff across the state to ensure reporting and delivery standards of a politically sensitive contract are developed, delivered and reported on time and within budget. Project entails delivering contract KPIs across 48 government and hospital sites across Queensland and directly manage 60 staff; developing the management systems and processes required to achieve the contract deliverables; establishing and maintaining positive relationships with hospital and government medical agency; and coordinating all internal corporate support for the delivery of the contract: HR, pay, recruitment, training and termination. All initial performance indicators were met and the project was extended based on the strength of progress until September 2013.

Worked with the Afghan National Army in Kandahar Province as the senior mentor to the Chief of Staff for the Afghan National Army. Fostered a self-sufficient and skilled military in the region by developing the leadership capabilities required to operate in a highly sensitive and complex political environment. Assisted the key management staff to identify the key elements of complex problems, direct staff action and deliver required outcomes in a time critical environment. Also provided training and guidance to Australian and American military members engaged in mentoring roles of all levels. This role relied on applied cultural understanding, environmental awareness, political sensitivity and strong relationship building skills to enable the continued partnership of Afghan and coalition forces in order to develop stability in the region after a physical presence lasting more than ten years

In 2010, I was the senior posting officer responsible to the Chief of Army for Army’s Career Management Cycle that involved the identification, selection and positioning of over 4500 officers within the calendar year. This provided a wide range of experience of positioning the right people to the right job in order to meet organisational demands. Key functions included:1. Talent identification and selection to meet organisational demands within the priorities set by the CEO (Chief of Army);2. Consulting with the individual business unit heads (Commanding Officers) to assist them with talent identification, performance management and leadership development of their staff;3. Communicating and building relationships with staff at all levels of Defence to ensure personnel resources are allocated with the correct levels of experience, knowledge and abilities to meet demands of the position;4. Contributing to the development of personnel policy in Army and Defence for the recruitment and retention of indigenous staff;5.Managing, monitoring and reporting to the Chief of Army on the posting of over 4500 officers against the priorities he has set for Army.6. Identified the skills gap in the workforce and develop plans to develop or redirect staff with required skills to meet evolving business demands. 7. Directly managed the annual promotion and posting cycle of all Lieutenants to Lieutenant Colonels a portfolio totalling approximately 4500 people. 8. Contributed to the creation of policy to assist with retention of indigenous and female employees. 9. I created the Directorate of Officer Career Management – Army Communication Plan. This plan identified strategic personnel themes for Army’s leadership groups and delivered tactical messages to staff on personnel challenges facing the organisation in a period of strategic reform.

I commanded Australia’s most culturally diverse military unit. The unit had over 450 personnel from Regular Army and Reserve Army members that had over 40 % indigenous and 15% female participation rates. Key roles included:1. Lead, direct and allocate personnel to meet key tasks and directives of Army Headquarter and Headquarters Border Command. 2. Demonstrate excellent interpersonal, written and verbal communication skills.3. Develop trusted relationships with key decision makers across State and Federal Government organisations.4. Facilitate employee and stakeholder engagement programs.5. Directed and managed organisational change to achieve greater effectiveness in business operations.6. Build the operational and sustainment teams’ effectiveness and focus through developing skills of employees and leadership qualities of key management staff.7. Plan, control, conduct and report upon interagency border operations across 500,000 square kilometres of Far North Queensland.8. Conceive, develop, plan and execute budget and resource management regimes across a geographically dispersed department responsible for over $25M of equipment.9. Directly manage all risk associated with business operations conducted across Far North Queensland.10. Reporting on, assessing and analysing business performance against the strategic plan and enacting remedial actions for exceptions/improvement.Within the two years of command I redesigned the operating architecture for reconnaissance and surveillance operations as part of interagency border security operations in Far North Queensland. Developed new interagency planning processes and led stakeholder engagement meetings with all department heads. I contributed to the writing of the Defence Reconciliation Action Plan and authored community Engagement documents as well as business directives on how tactical actions would contribute to the strategic success of Army’s engagement with remote communities in Northern Australia.

Manager for Army’s Joint Training Schools. Managed the operations of the Joint Training Schools to ensure effective policy and planning development, to deliver training outcomes and to guide the change of school ownership. Responsibilities: Coordinated and controlled the output of the Joint Training Section through executive stakeholder management. Prepared the executive team for involvement in strategic education committee meetings and developed responses and solutions to outcomes of these committees. Facilitated Training School reviews and mitigated risks to achieve performance indicators. Chaired four Joint Training Advisory Groups. Contributed to the development of policy, strategic planning and performance indicators for the establishment. Managed and exercised a financial delegation. Determined and controlled the annual budget and expenditure to within 5% of targets for all areas. Determined and managed the training requirements to enhance the capability of the business in the air and at sea. Achievements: Managing Change – Worked on a project to establish the Defence Command Training Centre and transfer the ADF School of Languages from Air Force to Army utilizing a zero based budgeting approach to the transfer operation. Evaluated the existing organisational structure and identified key positions to allocate to the school. Authored a plan to achieve this transition and achieved endorsement. As a result the establishment was created and staffed effectively with respect to all stakeholder requirements.

Successfully completed advanced leadership studies at the Joint Services, Command and Staff College, Shrivenham, United Kingdom to qualify as a senior executive in the organisation. Also completed a Masters of Arts in addition to a fulltime course load.

6 months planning Brigade exercise (CATA) before attending UK Staff College

Company Commander - A Coy 2001- As the Company Commander I was responsible for mitigating risk to soldiers deployed on patrols, resourcing patrols across demanding terrain and deploying, debriefing and redeploying human resources to meet higher commanders requirements in a timely manner. Spt Coy -2002, I was responsible for regenerating the conventional warfighting specialist capability of the organisation after a long period of training and deployment on Peace Keeping operations. OPSO 2003, In 2003 I was the Operations Officer for a 500 strong Australian Defence Force (ADF) group responsible for security operations in Timor Leste. This included responsibility for resource management, risk management and personnel management issues related to the seven month deployment.

Attached to British Army for operations in Bosnia

Aide to MAJGEN Hartley

Enlisted in the Army as a soldier in 3rd Battalion, Royal Australian Regiment in 1988. Attended Royal Military College Duntroon in 1990 and graduated to the Royal Australian Infantry Corps in Jun 1991. Completed Platoon Commander duties in 51 FNQR (1991) 8/9RAR (1992 and 93) and Defence Platoon Townsville in 1994. Completed Direct Fire Support Weapons Course (Student of Merit), Intelligence Officer Course and Unit Emplaning Officer Course. Promoted to Captain and posted to 1 RAR in 1995 as Company Second-in-Command and Intelligence Officer in 1996.In 1997 and 1998 was posted as a Jungle Warfare and Close Country tactics instructor to The Land Command Battle School in Canungra. In this position trained forces from Australia, UK, US, Thailand, Philippines and Fiji in close country tactics and techniques.