Responsible to the Vice-Chancellor: - Develop and implement the University's first strategy for attracting large-scale philanthropy. - Establish and operate a pipeline of relationships with high-net-worth prospective donors to achieve ambitious targets for financial and relationship metrics.Major achievements of my tenure included: - Authored a comprehensive strategy for the development of a Principal Gifts function at ANU, translating the experience of universities in the United Kingdom for the developing Australian philanthropic landscape. - Established Principal Gifts targets for the University based on analysis of existing and new prospect pools, and drawing on the performance experience of international universities. - Worked with staff in the Alumni Relations and Philantropy Division to implement infrastructure support of activity stemming from the strategy. - Developed an initial prioritised pipeline of prospective donors, and a program of activity to purposefully advance these relationships.

Responsible for the development and implementation of the Philanthropic Development and Alumni Relations functions within the University: - Reporting directly to the Vice Chancellor since 2014. - Substantial growth targets for functions specified in University strategic plan. - Remit to develop and grow the functions to meet targets, including the specification, hiring and management of highly specialised teams. Major divisional achievements during my tenure included: - Total funds raised of >AU$170m. - Secured and managed the Tuckwell philanthropy since first meeting in February 2013. This landmark philanthropy now totals AU$106m in support of undergraduate scholarships. At the time of announcement, this was the largest gift by Australians to an Australian University. - International recruitment of a senior management team for the function. - Structure and build of division from 7 staff in 2011 to 45 staff in 2017. - Establishment of the ANU Foundation USA, an entity registered under section 501(c)(3) of the US IRS Code, including provision of administrative services provider to run the operations of both the ANU Foundation USA and the ANU (UK) Foundation. - Introduction of a program-based approach to Alumni Relations at ANU which lifted alumni engagement from 27% to 43%. - Introduction of a comprehensive annual giving program which includes establishing an Annual Fund, delivering the University’s first telephone appeal (which doubled its targets in its first year), targeted affinity direct mail appeals, student philanthropy and a Day of Giving. - Commission and extensive participation in an action research project in understanding university engagement with philanthropic trusts and foundations. - Co-author of the business plan that led to the development of the alumni relations and philanthropy functions being approved and funded by ANU Council.

See above.

See above.

Responsible to the Research Director for executive management of the Centre: - Member of the two person Centre Leadership Team - Distributed organisation with eight diverse participating institutions spread across Australia - Centre budget approx AU$2.5M per annum, 60 staff and research studentsCAMS is an interdisciplinary research activity bringing together fundamental, materials and biomedical research based on the interactions of matter and antimatter.Major achievements include: - Significant contribution to successful ARC review and renewal of centre funding (AU$4.55M new funding) - Facilitation of internal management review of centre which resulted in clarification of strategic, research and postgraduate recruitment plans, an intellectual property review, and review of management and advisory board guidelines - Supervision of two student-led major public outreach activities

Responsible to the Director for executive management of the School: - Member of the three person School Leadership Team. - 20 staff under management with 6 directly reporting. - School recurrent budget approx AU$6.3M, 220 staff and research students.The Fenner School is a merger of two ANU Academic Operating Units to form a new transdisciplinary school to conduct research and teaching on complex environment-society interactions.Major achievements included: - Implementation of restructure of support personnel structures. - Significant contribution to initiation of AU$8.1M+ School building/renovation project. - Demonstrably improved staff morale and service delivery. - Greatly improved relationships between School and College.

Responsible to the Board for management of a dynamic science education organisation:- Volunteer Board of up to 11 people, staff/volunteer base of up to 60 people- Eight staff directly reporting - Turnover approx AU$1.2m.ASI provides science outreach programs involving more than 35,000 secondary students from three countries. Major achievements included: - Coordination and delivery of a consensus-driven five-year business plan including organisational re-branding and re-positioning. - Ten-fold increase in student participation, doubling of full-time staff and a significant increase in staff specialisation and organisational capacity. - Coordination of an 18 month filming project leading to the four-part documentary miniseries Battle of the Brains, aired on ABC TV (June 2006). - Coordination of a partnership of three universities and four corporates to deliver the 2004 International Biology Olympiad – This international event was offered in addition to the normal operations of ASI and involved representatives from 43 countries.

Responsible for conducting Physics research in Cryogenic Gravitational Wave Detector design. In addition to significant gains in technical expertise, this position imparted experience in inter-cultural relations, knowledge of the Japanese academic sector and living in Japan.During this period, I also undertook the part-time role of Physics Program Director of the Australian Science Olympiads Program, travelling internationally as necessary.

Responsible for teaching and research in Physics. Teaching responsibilities included course delivery and the coordination of five undergraduate courses comprising a total enrolment of approximately 600 students, a lecturing staff of approximately 10, and a tutoring staff of up to 40. Enrolment-related income generated by courses under my coordination represented the majority of departmental teaching income. Research involved co-engineering an ultra-high resolution pressure sensor based on superconducting technology. This work resulted in further development of the device. Supervisor of a postgraduate student working on this project.