With ENGIE Asia Pacific coming to the final stages of a large transformation, I was appointed to develop a growth strategy that aligned with the ENGIE group’s positioning as a global leader in the transition to renewable energy and client solutions activities. Leading development of a sophisticated strategy , oversight of business development in APAC, with a focus on driving multiple market entries, I also led ENGIE Factory to develop new ventures and start-up partnerships. With five direct and 20 indirect reports spread across the region, I built teams from the ground-up and engaged extensively with global and regional stakeholders, including the Group CEO and executive committee, investment and ethics committees, customers, government and regulatory bodies and strategic partners.• Won approval for the APAC growth strategy from the Group CEO and executive committee, creating a quality document by conducting strategy sessions, market analysis and defining growth trajectories;• Built a multimillion dollar business development portfolio and drove innovation by establishing seven new ventures and four start-up partnerships; • Led development of business development insights to improve renewable pipeline visibility, a key strategic and performance tool for the APAC executive team to review on a monthly basis;• Defined and executed the region’s IT and digital strategy and roadmap under the priorities of data, digital, infrastructure and cybersecurity;• Invited to speak at company and industry events, presenting on a variety of topics in energy and sustainability including the Asia Clean Energy Summit (ACES) and ENGIE’s Good Day in Paris event.

Engaged to create and execute on a vision for Simply Energy (the retail arm of ENGIE ANZ) to drive sustainable growth, maximise operational efficiencies and profitability. Leading strategic planning and developing medium-term budget planning for shareholder approval, I focused on achieving growth through expansion, diversifying sales channels, a brand campaign and strategic partnerships. With nine direct reports in an organisation with 1K+ staff, I nurtured a positive work culture and liaised with diverse stakeholder groups, including French and Japanese shareholders, the ombudsman, regulators and senior government ministers to achieve strategic goals.• Increased revenue by 44% and EBIT by 55% in three years by delivering organic growth, increasing the customer base by 30%;• Secured federal government funding for the Virtual Power Plant (VPP) project to develop an innovative energy management storage project;• Led delivery of a major billing system upgrade, developing a business case to secure IT funding for the new system that improved customer engagement and enabled the business to scale and grow;• Represented ENGIE ANZ and Simply Energy at the Australian Energy Council, working alongside executives from other major electricity and natural gas businesses.

Appointed to Simply Energy as a result of my corporate experience and strong operational background at Sensis, I implemented the structures, governance and processes to enable the start-up to mature and grow, before being promoted to COO at the end of 2014. Developing and executing a business plan to achieve key operational objectives, I worked to improve the customer experience and implement lean, sustainable practices. With five direct reports in a team of 400, I built the team from the ground-up, united around improving the customer experience by achieving operational excellence.• Delivered significant profitability improvements through developing and implementing a scalable operating model, rolling out a new organisational structure to improve management and performance of insourced and outsourced operations;• Improved customer satisfaction by 20% YoY, introducing net promoter scores and reviewing the customer lifecycle end-to-end to identify pain points and leakage;• Recruited, developed and led a cohesive, results-driven team, driving a strategic approach to talent acquisition, involving the team in business planning and fostering accountability.

With a mandate to transition the Trading Post from print to a digital-only product, I also focused on maximising operational performance to meet change objectives. As part of the senior management team, I contributed to broader strategic plan for the Trading Post whilst developing a business plan for the Trading Post transformation. With six direct reports in a team of 200, I was led the Print and Online operations nationally and accountable for the production of 16 print publications and fulfilment of online advertising, creating a common operating model to improve quality, customer experience and efficiencies.• Transformed the Trading Post into a digital product supported by a lean, efficient organisational structure by developing and implementing a common operating model and reporting procedures;• Uplifted customer satisfaction by rolling out a premium customer strategy and improving turnaround times;• Won the CEO Scholarship Award in recognition of leadership performance, electing to use the scholarship to pursue executive education at Wharton Business School at the University of Philadelphia.