Strategic Focus to ensure delivery of organisational commitments and priorities whilst ensuring service standards and business objectives are continuously met.Cultivate effective relationships and establish networks with key stakeholders including directors, executives, other equestrian offices, politicians and members to work through emerging trends and issues and provide appropriate advice and embed organisational values.Manage complex negotiations and contentious issues with high sensitivity and competing stakeholders exercising discretion and skills in decision making.Drive operational excellence by setting clear direction, performance standards and expectations for individuals and teams, develop work plans, set clear objectives, provide and receive regular feedback to enable performance to be improved and ensure individuals obtain the development and support they needed to perform to the best of their ability.Development and implementation of the Equestrian Queensland State-wide Facilities Strategy which included the production of the Preferred Facility Standards. A document of this type is unprecedented, with no similar document published by other equestrian organisation in Australia or internationally which has secured private and government funding for equestrian facilities in Queensland.

Asset optimisation of asset portfolio (Property, Fleet, Procurement, Risk & Insurance) ensuring service delivery standards and business objectives are met.Cultivate and maintain strong relationships and establish networks with key stakeholders including directors, executives, other RSL state offices, politicians and members to work through emerging trends and sensitive issues and provide appropriate advice.Manage property development and investment against competing stakeholder interest whilst exercising discretion in decision making.Drive service delivery excellence by setting clear direction, performance standards and expectations by embedding key performance indicators which represent value for the organisation, teams and individuals.Developed and implemented a new asset management policy and framework across the entire RSL Queensland property portfolio including engagement with members and sub branches with complex governance structures and committees to achieve financial efficiencies, improve services and compliance.

Operational leadership of customer focused community leasing and sport and recreation services, ensuring service delivery standards and business objectives were met.Cultivate and maintain strong relationships and establish networks with key stakeholders including Queensland Government Sport and Recreation Services and politicians to identify emerging trends and issues and provide appropriate advice.Simplify operations by ensuring systems, processes and resources are implemented and utilised effectively to deliver the most efficient and cost-effective services to customers.Manage complex negotiations and contentious issues with political nous to achieve outcomes.Lead and role model customer focused behaviour by providing the highest standards of service to customers—head the development of a culture that ensures integrated development and delivery of services, and encourages, innovation and practice excellence.Created and implemented a capacity building program and infrastructure investment program for not-for-profit community and sport organisations who lease facilities and land from Brisbane City Council.

Leveraged high-level change management expertise to realise $19M in revenue from the closure and sale of unnecessary public road and reserves in 2013/14—significantly decreasing processing time of applications.Collaborated and partnered with internal and external stakeholders to influence process change—developing and implementing contemporary solutions to complex business processes.Streamlined and accelerated operations while working with conflicting priorities in a high workload and dynamic political environment—providing accurate, balanced and timely advice and recommendations on complex and confidential Crown land management issues. Applied extensive experience in the interpretation and application of legislation, policies and procedures.Improved natural resource management outcomes, increased revenue by $9M within 12 months and reduced application processing times by two months through implementation of shared services.

Played a critical role in boosting satisfaction of Council services from 68% to >80% of residents in 12 months— initiated a customer survey, analysed customer feedback and refocused service deliverables.Kempsey Shire Council was recognised as a Finalist in the 2012 ‘Best Government Contact Centre Awards’ recognising customer service excellence across local, state and federal agencies within Australia.Influenced positive grant submission for the Government’s Healthy Communities initiative program.Leveraged solid community values to drive a volunteer induction and training program for council volunteers.