This role primarily supports the Registrar, whose oversight covers all things student-related, from admission through to graduation. The position plays a crucial role in executing organisational strategies, overseeing day-to-day operations, and ensuring that the organisation's goals are achieved efficiently. It also facilitates communication across the Division.Direct reports: 1ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Process mapped the creation of Academic Calendars to define business rules and critical milestones, resulting in a streamlined process that no longer runs past deadline. ● Replicated the QuAIC Risk Matrix for the Student Safety & Wellbeing team, by building a complex Excel assessment tool that allows them to quickly evaluate the risks associated with a Person of Concern’s behaviours to better protect students. ● Completed the ‘Manager as Coach’ program, and displayed such passion and ability that I was invited back as a Lead Coach in subsequent programs. ● Leads the Prestigious External Scholarships team to promote overseas scholarship opportunities, by facilitating applicant coaching, hosting online information sessions (attended by the Vice Chancellor), updating the website, and writing comms. We have successful candidates in all the major scholarships. ● Created a pastoral care suite of documents with job aids, workflows, and templates for responding to serious student incidents, such as a death. This has been instrumental in providing a coordinated response to families while delivering timely counselling & wellbeing services to students.● Individually event managed three major events for over 150 staff, delivered on time and to budget with exceptional feedback from stakeholders.● Part of the University’s Crisis and Incident Management response team, where I prepare the technology in the Disaster & Resilience Management Facility and then support senior executives to manage emergency situations.

This position provides high-level executive support to the Chief Digital Officer and was a senior position within the Digital Solutions Management Team. In addition to the tasks outlined in the above position, this role also had a strong partnership development prerogative. Direct reports: 5ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Led the Digital Solutions team on Project Lagro across 2020 – including IT staff, academics, and students – to partner with Microsoft (US) to pilot a LinkedIn-Teams based app to improve student success by increasing employability outcomes. The pilot resulted in the successful worldwide release of Microsoft’s ‘Career Coach’ in 2021.● Increased the strategic partnership with Microsoft by being only the second university in the world to join Project Lagro, and one of only 40 to join in total. I was part of a Griffith delegation that visited the Microsoft Technology Centre in Sydney to meet with the Managing Director, and the success of this relationship resulted in further collaborations, such as a transcription pilot in late 2020 that Griffith researchers used to automate voice to text transcription.● Was a member of the Digital Solutions Coronavirus Crisis Management Team which transitioned all teaching to an online environment and all staff to work-from-home arrangements in less than one month in March-April 2020. ● Led a Space Audit & Relocation project that mapped all staff’s workstations and then re-allocated desks to move some staff out of an unsafe building (delivering WH&S outcomes), cohabitate dispersed teams to increase workplace collaboration, and hand-back surplus space to save on cleaning and energy costs. Over 85 people were moved out of ~350 staff (25%) in less than two weeks.● Led a project team to build the DS Hub, which is a SharePoint site with news, leadership updates, staff profiles, and useful resources, resulting in greater staff engagement, an increased sense of community, and staff wellbeing.

My role sat within the Planning & Engagement portfolio and was responsible for the coordination of all planning, reporting, and engagement strategies across the Division. This entailed a suite of workplace surveys and the use of performance metrics and dashboards.Direct reports: 3ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Presented at 2017 THETA conference in New Zealand on employee engagement, organisational agility, and a positive work culture, delivered to a well-attended room to positive feedback. ● Co-authored a paper in the Journal of Organizational Change Management called “Applying an organisational agility maturity model”, which has been cited 27 times. According to Dimensions.ai, compared to other publications in the same field, this publication is extremely highly cited, receiving approximately 7.6 times more citations than average.● Deployed a suite of workplace surveys (Employee Engagement Program, Organisational Agility Maturity, and Workplace Culture Survey) that resulted in a comprehensive picture of the organisation, with the success of the program featuring in several presentations at the THETA 2017 conference. ● Delivered the draft 2017 INS Operating Plan and the 2016 Report on Activities a month ahead of schedule due to an accelerated deadline from the Vice Chancellor’s office. ● Negotiated with consultants to use their survey tool with our instrument and to receive the data in a non-standard format for no additional expense. ● Managed the creation a performance metrics dashboard, which produced easy-to-read and data-driven reporting that allowed the management team to quickly and efficiently monitor business performance and IT operations.

The position was responsible for managing significant resources to undertake both Government and core university surveys which had considerable impact on university outcomes, such as the Australian Graduate Survey, the Australasian Survey of Student Engagement, and Student Experience of Course and Teaching surveys.Direct reports: 2ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Managed project budgets of up to $160k and delivered year-on-year savings whilst still hitting the required response rates by looking for process improvements, negotiating contracts down, and eliminating waste through stringent data cleansing prior to mailouts. ● Was a member of several expert panels as convened by the Quality Indicators for Learning and Teaching across 2015, presented at the 2014 Survey Managers Information Forum, and sat on a Q&A panel at the same, demonstrating my high standing in the survey community and my high-level understanding of survey issues. ● Cultivated good relationships with Heads of School, Deans (L&T), and Griffith International, which allowed me to send campaign communications under their names to create more personalised messaging and thus increase response rates.● Vetted all survey applications concerning Griffith students or staff, to then provide recommendations to the Academic Provost and the Vice President (Corporate Services) regarding the approval or otherwise, allowing them to make informed decisions about who could contact our staff or students. ● Liaised with staff and students to undertake training sessions, workshops, and communication campaigns, designed to drive stakeholder engagement and to improve response rates (which averaged ~40%). ● Nominated for a Vice Chancellor’s Award in the “Outstanding Team Client Service to Staff” category for delivering improvements to how the UniForum survey was run that allowed respondents to complete this at times onerous task much more simply.

I managed the experience@griffith course and teaching survey system, deploying in the order of 2,000 surveys per semester. I also provided specialist policy advice regarding data access and information sharing. ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Maintained high response rates of ~40% through student engagement activities (such as social media marketing, O-week stalls, etc) and by creating self-help guides for academic staff to ensure they used the system to its fullest potential.● Identified and drove system enhancements to improve the user experience of the system, liaising with IT support and the software developer. This resulted in important upgrades, such as the ability to edit live surveys, the inclusion of class names next to class numbers, and well as monitoring system performance and highlighting required bug fixes. ● Became a Survey Monkey expert, assisting researchers with survey design and build for the research projects.

Working for the Director of Softlink’s Professional Services division, I undertook strategic projects to support the Sales division. ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● The production and recording of approximately forty self-paced training videos which instructed users of Softlink’s library cataloguing software on system capabilities.● Wrote a strategic white paper; “Icebergs and the threats they poise to your business: How a Managed Service Mitigates IT System Risks and Reduces Costs.”

In this role, I took responsibility for the day-to-day running of the Project Management Office, acting as the conduit between Softlink’s IT personnel and its library clientele.ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Managing up to 30 projects, including software installations, data conversions, and ‘go live’ processes. ● Authoring of a comprehensive Standard Operating Procedures document.● Awarded “Rookie of the Year” in 2009.

● I authored an 85,000-word travel narrative, with the manuscript picked up by a literary agent but not ultimately published.● Trained for and competed in Ironman and ultra-distance triathlons across Australia.

It was my responsibility to compile the in-depth risk management reports, such as Tender Assessments, Market Reviews, Credit Risk Reports, and Analytical Supply Reports, whilst at the same time managing a team of business analysts.Direct reports: 7 (including 2 interstate)ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Management of a team of seven (including two team members based interstate) who consistently exceeded their Key Performance Indicators.● Management of key accounts, including Commonwealth Government departments.● Compilation of the risk management in-house training manual.● Participation in a Strategic Planning Retreat for senior staff.

This role saw me researching corporate entities – through interviews with Directors and Financial Controllers and via ASIC, ASX and Internet searches – to compile credit risk reports and tender assessments for clients such as insurance brokers, major credit suppliers, and government agencies.ACHIEVEMENTS¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯¯● Consistent achievement of KPIs, completing of 95% of reports by deadline (averaging six per day).● Complete understanding of financial statements to analyse and evaluate balance sheets and Profit & Loss statements.