I oversaw the fulfillment, management and ongoing development of the business which provided the clients with maximum satisfaction while the business met its KPI’s with maximum profitability. I created rapport with the clients in order to optimize their experience with the business and to ensure they return. I identified areas of potential growth by cross marketing the other business solutions offered by the company facilitating the customer more satisfaction and business growth.I determined the needs of the customer and ascertain possible trends to ensure the business continues its development while providing complete customer satisfaction.

I ensured the successful delivery of strategic initiatives to increase our client base, maintain successful relationships with existing clients and increased the satisfaction of our clients doing business with us.I worked closely with key stakeholders internally to ensure that strategies from the increased client demand were fulfilled.I was responsible for account management to ensure compliance and our quality of service that assisted in renewal of contracts. I worked on successful tender submissions and was a key member in the business development.I am a confident Manager who uses effective communication. I possess the process, people and financial skills to help the business meet its targets and make the workplace an enjoyable place to be.

I was responsible for managing all aspects of the NSW business, which compromised of 25 internal employees including 6 in regional locations with operations in NSW, ACT and SA. I developed and drove the strategic and financial objectives for the business. I was responsible for setting and achieving budget, forecasting and managing the P&L, sourcing and attraction initiatives, and collaborating with internal teams of Marketing, BD, HR, IT and WHS. In this role I was responsible for all aspects of the temporary and permanent recruitment solutions for nurses, Midwives and Care-workers in the public and private sector and for aged care facilities.
I used effective communication and improved the employee engagement by consulting, establishing role clarity with clear expectations and accountabilities while making the workplace an enjoyable and productive place to be.I coached the managers to be confident and conscientious while they championed change for the team as positive role models.I used effective problem solving and assessment techniques and managed incidents in a timely manner ensuring compliance and best outcomes. I was a strong and dedicated participant at the monthly Operational Board meetings and regular HCA strategy planning conferences.

The position included the responsibility of managing a large team of 35 in a 24/7 business environment. The operations of HCA from across all capital cities in Australia had their telephone calls managed by the local team in Adelaide.The environment was fast paced, dynamic and relentless. I successfully lifted the staff morale and motivation including the connectivity, communication and synergy with the interstate stakeholders where our team members didn't work face to face. I successfully enhanced the employee engagement within the day-time and after-hours team members and as a result the quality of our customer service was improved and the workload was more manageable.

I was responsible for managing all aspects of the NT business, which compromised of 6 internal employees including 1 located regionally. I drove the strategic and fiscal objectives for the business to achieve financial and operational budgets. I was responsible for achieving budget, managing the P&L, sourcing and attraction initiatives, and account management of key contracts.During this period, the NT business was a recent inclusion within HCA's national branches. I championed the changes required in the local office by improving the cohesion and understanding of company policies, procedures and operations and stabilising the team. In this role I was responsible for all aspects of the temporary recruitment solutions for nurses, Midwives and Care-workers in the public and private sector, for aged care facilities and Rural and Remote locations around Australia.
I used effective problem solving and assessment techniques and managed incidents in a timely manner ensuring compliance and best outcomes. During this period I also worked for 2 months as the Acting General Manager for Western Australia. I returned to the NT until we successfully appointed a successor.

I was responsible for assessing the varied entities of HCA located around Australia including the existing business processes and IT system needs. I successfully migrated 12 different entities located across Australia to the same '​in house'​ data base. The local teams ranged in size from 4 to 20.After the initial assessment, I identified any required enhancements to ensure business continuity, planned and conducted the training for the local team members and drove the change towards the cohesion with the national company. This included company policies, procedures and operational processes to ensure uniformity and therefore the ability for all businesses to be supported by one centralised operational centre. All businesses were successfully converted with no down time, no loss of staff and a minimum of fuss. This ensured 'business as usual' to the staff and clients of the business, which conveyed confidence in a time of change and employee engagement to the national business ways.

The position included the responsibility of managing a large team of 20 consultants and a small leadership group of 5 in a 24/7 business environment. The environment was fast paced, dynamic and relentless. The staff morale was low when I commenced and the staff turnover very high. I created a training program tailored to the rapidly expanding business needs to ensure that new staff were given the best start possible, for both themselves and to service our customers. This also ensured that the pressure on the existing staff was decreased as their newer colleagues were better prepared and 'job ready'​.With careful candidate selection, proper induction, up-skilling, career progression, open and timely communication and my 'open door policy', we saw a quick and dramatic improvement in staff morale which addressed the poor staff retention and saw an improvement in the quality of our customer service.