Exemplar Global Inc. is one of the world’s leading personnel and training certification organizations, with offices in Australia, US, Brazil and South Korea. We work closely with global certification bodies to align our products with the demands of industry and to meet new auditing trends. We delight our customers through the delivery of world-renowned certification products and services. Managing the Operations of this global not-for-profit personnel certification and credentialing business provides me with the opportunity to utilise my experiences to support the enhancement of organisational and individual capability.

At Learning Quest we design effective interventions to address organisational leadership issues.• Engaged in team and personal coaching at senior management levels within client firms in Engineering, Banking and Service Sector industries.• Contributed to the development of processes for management teams to learn and practice ‘decision making for complex issues’ and ‘adaptive leadership’ utilising the latest neuroscience knowledge.Visit us at www.learningquest.com.au

• During the past five years and in response to an invitation from the Board of Directors, I have held the Executive Director position for this not-for-profit organization on a volunteer basis. The purpose and objectives of SAGA is to foster the preservation, promotion and education of the embroidery arts.• My role has been to work with the Board to strengthen their budgetary and financial management processes to ensure accountability and efficiency; to commence the development of a strategic plan to ensure strategic intent is implemented; and to develop stronger membership relations and communications.

AURORA PROJECT – NHULUNBUY (GOVE) NT Coach and Mentor• This project was designed to provide resources and skills development to indigenous Australians who have an ambition to either, commence their own business undertaking or develop their business and interpersonal skills to enable them to seek leadership roles in commercial organisations.• My role was to act as coach and mentor to 6 male participants to provide them with personal support to maximise the formal learning through practical application in their lives generally with a focus on their commercial endeavours.• This role has required a building of trust to enable personal issues to be addressed which often hindered the development process. This role has required me to empathetically listen while assisting the client to discover their optimum path forward. • As an extension of this project, I worked with Miwatj Health, an indigenous health services organisation, to support senior managers and the Board in their development of a strategic direction and board governance. • A further project extension and referral led to an opportunity to support the management team of Laynhapuy Homelands organisation in East Arnhem, NT. This role required a focus on basic management practices and the development of ‘leadership’ concepts within a diverse and complex work environment.

This was a project role to support the management team of Laynhapuy Homelands organisation in East Arnhem, NT. This role required a focus on basic management practices and the development of ‘leadership’ concepts within a diverse and complex work environment.

Global Technology and Engineering Change & Strategy ManagerOS&D Business Unit Human Resources Manager/Technology Change ManagerHuman Resources Manager, Manufacturing ExcellenceHuman Resources Manager, Chemicals Sector• Built organisational capability by creating global functional core skill networks to provide a leadership substructure to create opportunity to practice leadership skills through development assignments and project work.• Established a ‘Career Pathway’ integrated into the system of change to enhance the leadership and development agenda for technical staff beyond traditional promotion.• Linked succession planning to the development agenda to make apparent the capability gaps.• Developed a more strategically focused and less tactical view of the various change interventions. Reframed the leadership roles within the business and assisted the understanding and integrated connectivity of the total change agenda.• Offered choices and helped displaced employees build their options during technical redeployment; lowering severance costs, changing attitudes and increasing trust levels even in a time of adversity.• Developed recruitment strategy to source talent from internal and external markets to underpin capability and competitive edge.Member of the Project Monarch Team – BP Chemicals USA• Led to building the commercial optimisation process in Petrochemicals Segment. This was a strategic process designed to test innovative options for the BP Chemicals Business to differentiate themselves from market competitors.

General ManagerCaretaker Managing Director• Direct line responsibility for commercial, financial, HR and manufacturing management with greater focus on team based manufacturing and skill enhancement.• Led organisational restructure of labour relations; enhanced relationship with key union resulting in the reduction of number of unions from five to one.• Increased ROCE from 0.5% to 12% within 4 years, resulting in the continued operation of facility.• Led workplace reform including productivity link to wage movements and empowerment of workforce through skill enhancement.• Mentored and guided senior management resulting in the development of a visible and decisive senior management team.• Achieved dramatic performance and productivity improvement; a more cooperative staff; increased employee loyalty, through provision of ‘in-house’ development opportunities.• Improved level of service, credibility and professionalism in Financial, Administration and HR teams through the development of planning, client focus and individual and team performance.

Group Human Resources ManagerGroup Risk Manager• Developed HR team as internal consultants to the organisation to deliver professional client services.• Developed and implemented a Salary Administration System to assess a staff of 500 executives across five divisions.• Implemented company’s first Management Development Program linked to performance review and salary administration.• Granted a government sponsored License to run in-house Worker’s Compensation by reducing premium, claim numbers and costs per claim from $11 million to $2 million, while increasing the rate of mutually beneficial ‘return to work’.• Negotiated enterprise based agreements through successful award restructuring.• Achieved company-wide industrial harmony through consistent, respectful employee relations.• Textile Industry – Award negotiations and advocate briefing for commission hearings.• Took lead role for Textile Industry in IR negotiations.