• Full responsibility of the day to day operations of the agency and P&L. • Direct management of, and accountability for operating budget, plus sales targets.• Line management of 6 direct reports and accountability for a team comprising over 25 staff spread across Australia, New Zealand and Nicaragua across Account Management, Designer, Software Engineering(Web and Native Mobile), Business Analysts, QA Testing and Project Management).• Account Management of all clients (across Government and Private sectors).• Lead new business initiatives and growth plans.

• Managed the entire product line for Births, Deaths, and Marriages Victoria, overseeing the entire operating budget and growing a discretionary revenue stream.• Oversaw the management of an extensive citizen database and CRM comprising over 18 million records, ensuring data security, information management, and a smooth transition to an AWS data lake.• Developed and managed all Departmental and Ministerial briefings, including Budget Estimate questionnaires.• Acted in the capacity of Registrar and Director of Births, Deaths, and Marriages for extended periods.• Crafted and executed business vision, strategy, and go-to-market planning for the complete product and service portfolio.• Served as a Strategic Adviser to the Director or Executive Director, overseeing Information Management, Business Risk Register, Privacy breaches, and investigations.• Designed business processes, KPIs, performance reporting, ERC budget bid proposals, and the business continuity plan.• Pioneered Victoria’s first Digital Birth Certificate Strategy• Managed government partnerships across various domains, ensuring successful collaborations and strategic initiatives.• Enhanced revenue growth and product line management, revitalising offerings, adjusting pricing, and conducting extensive customer research that resulted in substantial revenue growth and improved accuracy.• Led the implementation of Australia's first Cause-of-Death-Excluded Death Certificate, catering to stakeholders' needs.• Initiating backend system enhancements and frontend improvements to deliver an enhanced user experience.• Negotiated vendor contracts, managed effective Project Management Office initiatives, and led agile transformations for legislative changes.These accomplishments reflect my ability to drive strategic initiatives, forge successful partnerships, drive revenue growth, and implement transformative changes while ensuring operational excellence and regulatory compliance.

Duties:• Managed day-to-day operations and profitability (P&L) of the agency.• Oversaw a $2.5m+ operating budget, ensuring accountability and efficiency.• Led portfolio and product management across diverse platforms like eCommerce, large-scale event platforms, mobile applications, SaaS, APIs, and business analytics.• Directed and managed a team of 22 staff, including Product Designers, Software Engineers (Web and Native Mobile), Account Managers, and Administration.• Handled human resources and performance management responsibilities.Accomplishments:• Process Improvement: Implemented a new studio management process that boosted efficiency, cutting labor costs by 30% and enhancing productivity by 40%.• Client Support Enhancement: Introduced a dedicated support service for prompt handling of client inquiries, significantly improving client satisfaction and fostering stronger relationships.• Revenue Growth & Product Management: Managed and grew the entire product lineup at Displaysweet, including iOS and web apps that integrated with interactive 3D maps and large-scale screens.• Enhanced Customer Journey: Crafted detailed customer journeys and personas for both B2B and B2C product lines, optimizing tailored experiences and boosting engagement.• Strategic Business Planning: Developed a comprehensive plan to enter international markets, involving presentations to key figures and potential investors, including royalty in Malaysia.These accomplishments reflect my expertise in operational management, strategic planning, and product development, contributing significantly to organizational growth and success at Displaysweet.

• Oversaw day-to-day studio operations and managed the Profit & Loss (P&L) statement.Led a team of 27 staff, including Designers, Software Engineers, Account Managers, and Administration.• Defined the product portfolio vision, customer journey, go-to-market strategy, roadmap, and delivery for all 16 businesses within LK Group, encompassing various entities like LK Property Group, Oxygen Ventures, National Basketball League (NBL), and Amity Property Group.• Developed and managed business systems and processes, handling products in diverse formats including live streaming, CMS, eCommerce, mobile applications, project management, API, business analytics, lead generation, marketing automation, and CRM.• Established and managed an offshore team of software developers.• Directed a highly successful $10 million global marketing campaign for Capitol Grand building development in South Yarra, featuring Charlize Theron as the brand ambassador.• Overhauled the NBL's digital presence by conducting extensive fan base research, developing customer personas, and launching a suite of digital assets including a redesigned website, team-specific sites, live streaming platform, and native mobile applications.• Successfully launched a new national basketball team by creating and executing membership, sponsorship, brand, and ticket sales strategies for a new geographical market.• Founded a digital agency within LK Group, extending services to external clients, showcasing versatility and entrepreneurial prowess within the organisation.These accomplishments underscore my ability to drive successful marketing campaigns, spearhead rebranding efforts, elevate digital presence, and strategize for membership and brand growth, all while contributing to the entrepreneurial expansion of the organization.

In a short space of time I have had a notable impact on the overall effectiveness, and therefore, profitability of the studio. I have risen to the challenge of enhancing the team dynamic, performed a gap analysis of the software platforms in use and advised management on a way forward, and have influenced incremental advertising sales of $4-5m.Managing a team of 24 designers, I was initially mandated to improve the productivity and efficiency within the department. This was achieved in a matter of months after initially reviewing the team dynamic, studio processes and chain of command, identifying key deficiencies and implementing the required modifications. There is now enhanced teamwork and collaboration, resulting in improved effectiveness and ultimately, profitability. Along with this team-based review, I undertook an audit of the platforms and systems in use across the department. I identified many gaps so built a business plan to instigate key changes. A key recommendation of mine was to implement a new advertising pre-press software solution, then became a senior member of the Project Team to find, adjust and implement the new software, workflows and procedures. As well as general staff, resourcing and rostering duties, I take responsibility for identifying the professional development needs of the team. I take it upon myself to continually look at the skill set of the team, along with internal processes and protocols, work towards continual improvement.

Key Highlight: Significantly improved the standard of print advertising design across 33 publications by driving an otherwise underperforming team to a leadership position within the group. Managing a team of fourteen designers across six sites, I was directly accountable for the return on this investment. I was originally mandated with improving the quality of design within advertising, but in light of this success, had my role extended to also manage editorial and corporate design.As is typically the case in the newspaper industry, the relationship between editorial, sales and production is often a strained rivalry. My appointment to this role facilitated a cohesive union between the three entities to produce a superior advertising and editorial output, which led to a noticeable increase in readership, and hence advertising revenue.Another case to demonstrate my capacity to facilitate cross-departmental team-work was in my involvement with implementing the Genera system. Working with FCN production and editorial and The Age (as an existing user of the system), I was instrumental in its testing and implementation, as well as setting up and rolling out the new system across the group. On a day to day basis, not only was I accomplished at delivering on design briefs, but I was highly adept at proactively making suggestions to improve design effectiveness, feature opportunities, creativity and copywriting, and selling this revised concept back to the stakeholder (internal – editor; external – advertising client). With thirty-three weekly publications, come thirty-three weekly deadlines, so I can claim a high proficiency at time and staff management. I have a strong eye for detail as it was my responsibility to give final approval to cover and internal features prior to print. I take it upon myself to identify economies and efficiencies to continuously refine processes and procedures and enhance quality control.

Had an instrumental role in setting up a completely new publication on behalf of investors, including: sourcing staff, establishing a network of printing suppliers, setting up office infrastructure, driving internal processes, editorial content, and liaising with major clients – all the while managing a meagre start-up budget. In recognition of the success with this publication in Victoria, I was asked to repeat the process for a second title in South Australia