SummaryI lead a team to optimise third party occupational health and safety vendor performance and service delivery, to achieve better health, safety, and wellbeing (HS&W) outcomes for employees. At a significant cost, I ensure that both the organisation receive value, and all employee’s benefit.Key Components of the RoleLeadership• Guiding the direction of Vendor Management and ensuring a focus on outcomes for employees, vendor performance, maximal impact, and value• Leading key programs of work in consultation with multiple stakeholdersRelationship Management• Collaborative engagement with vendors to drive better health outcomes for employees• Purposeful engagement with internal customers, to understand their HS&W risk profile, and the impact of vendor performance on mitigating riskStrategic Engagement• Learn the HS&W needs of Telstra and align vendor performance expectations accordinglyOptimising performance, and vendor performance reporting• Ensure vendor performance supports Telstra to appropriately address HS&W risk profile • Respond to performance feedback from internal customers to drive improvement • Develop and share insightful reporting that; • Captures the quality, impact and return-on-investment of vendor performance• Drives improvement in vendor performanceProcurement Activities• Source and identify new vendors based on requirements of internal customers• Coordinate onboarding and launch of new vendors• Engage legal, procurement, cyber security, risk and compliance teams to support drafting and executing contracts for new and existing vendors• Ensure vendor activities align with Telstra’s Supplier Governance Framework, particularly Cyber Security, and the handling of Personal Information

SummaryLed a team of eight Health Management and Rehab Consultants to deliver workplace rehab support to Telstra’s injured and ill employees and ex-employees. With the support of external providers, the team assisted approximately 300 employees and ex-employees (at any one time) with work related and non-work related conditions and included some of the most complex work in this industry.Key Components of the RoleLeadership• Supported consultants deliver best practice early intervention and health management to maximise workforce participation and achieve return to work outcomes. • Ensured compliance requirements were met, as per the SRC Act 1988.Strategic Guidance• Worked with the team to drive a key program of work that focused on supporting claimants source alternative, sustainable and permanent employment.Relationship management• Worked with leaders across HR and the business to ensure rehab services appropriately addressed their needs.

SummaryI successfully led two teams of workplace rehabilitation consultants deliver a variety of services including return to work support and pre-employment assessments, ensuring outcomes for the customer and financial sustainability for the business.Key Components of the RoleLeadership• Guiding consultants, to maximise their client’s workforce participation. The consultant role is a difficult role comprising of billable targets and challenging client interactions. It can be overwhelming and requires attentive leadership.• Customer service activities to drive business development.• Carry accountability for the team’s financial performance and service delivery standards.Business Development• Initiating, developing, and maintaining customer relationships across various industries.Relationship management and high-level communication• Supporting consultants execute a challenging role. • Engaging with external customers who seek positive return to work outcomes.

Manage a busy case load of files that require a variety of services which include; assisting returning to work, ergonomic assessments, pre-employment screens.Whilst managing the case load of work, consistently meeting key performance indicators including those that measure productivity, quality of service provision, and return to work outcomes.Mentoring/coaching junior staff informally and formally. Conducting audits of other staff files.Conducting strategic case reviews with colleagues which involves discussing the details of a case, establishing the barriers to returning to work and confirming the strategies that the consultant can implement to overcome these barriers. Maintaining regular written or verbal communication with GPs, specialists, other treating therapists, case managers, employers, occupational rehabilitation consultants drafting multiple documents; assessment reports, return to work plans, letters requesting further information from treating health professionals.

Successfully manage a busy patient caseload.Patient caseload includes; joint replacement surgery, spinal surgery, back pain, multi-trauma (e.g. motor vehicle accidents, workplace accidents) and chronic pain.Work in a coordinated team which includes other treating health professionals.Consistently treat 12-14 patients per day which ensures I meet my target KPI and provides a cost effective service.Successfully manage a Back Pain Program (a four week/3 day per week multidisciplinary program for patients with chronic pain). I was originally recruited for this specific role, 7 years ago.This program is aimed at a very challenging patient population often with multiple issues and a long history of failed treatments.A large part of my role in the Back Pain Program involves patient education, particularly around chronic pain and pain neuroscience. The task of educating patients about pain is difficult and demands excellent communication skills. My role as the physiotherapist for our Back Pain Program meant that I was regularly asked to advise on the management of other chronic pain patients within the hospital. I was often specifically requested to treat these patients. I was also asked to provide hospital wide education for all staff on pain, pain neuroscience and how to educate patients about pain. Supervise Year 3 and Year 4 physiotherapy students undertaking a musculoskeletal placement which required me to provide regular formal assessment and feedback to the students and the university Member of the department Inservice Working Party (professional development). Tasks include including conducting in-services myself.