(Reporting to Vancouver based Global President)The role has accountability for Uniglobe’s Asia/Pacific franchise and global partner travel network and is responsible for growing the regional brand footprint to align with the strong EMEA and Americas businesses. Following the successful addition of new partners in Greater China, Hong Kong, Singapore, Malaysia, Australia and New Zealand the current focus of the region is to:Identify and recruit new franchisees in markets without current representation.Build regional supplier commercial relationships.Create PR and increased brand awareness through conference and speaking opportunities.Consolidate and improve utilisation of proprietary products across existing partners.

Entourage is an exclusive broker travel group with a difference. By pairing your relationships and personalised service with our curated suite of technology, international network and highly experienced team - you are positioned for greatness. Entourage is a member of Link Travel Group and a partner of Uniglobe Travel International and Signature Travel.

Black Book is not only a companion when traveling but an everyday go-to when looking for things to do and see, events, restaurants and bars.At user signup we garner incredibly rich data insights on that user and in turn we create a number of algorithms that sift through millions of potential travel combinations which result in a personalised itinerary for business or personal. AI eliminates hours of researching and time spent on making a booking and putting an itinerary together. We have created permission accessible profiles which allows users to share profiles with either their colleagues, partner, family or friends.

Pelikin is a next-gen travel money card that's changing the way Aussies do money overseas. Pelikin is built for traveller, by travellers.

Provide input and advice on strategy and commercialisation plan to the Founders of Travello - a social network for Travellers used in over 180 countries. Travello is changing the way we travel and is changing the way travel companies connect with their customers - for the better.

Work in partnership with Nous as an advisor to projects and clients on customer experience, loyalty, change management and tourism related operations.

(Reporting to UK based Global CEO) Travel Counsellors is a franchise-model travel company that puts the customer back at the heart of their own travel experience, and is proud to lead on service rather than price. The role has full P&L accountability for Australia and is a member of the global leadership team. It leads the support office staff and 150 Australian franchisees.Major achievement was ensuring the financial stability and ongoing viability of the business through:Maintaining world best Nett Promoter Score (NPS) of 95Growing YoY revenue through a combination of recruitment of new franchisees and improved productivity of existing franchisees.Building real partnerships with suppliers resulting in doubling supplier revenue contributions to the bottom line.Halving franchisee attrition rate through franchisee engagement strategy.Increasing existing customer rebooking rate by 11%.

JAR insights and strategy provides advice on strategic sales, business development, change management, procurement and customer service strategy to buyers and suppliers. Drawing on hands on experience at the most senior levels in the supplier and intermediary segments JAR provides a unique perspective focused on building partnerships that deliver value from shared objectives and outcomes. JAR also works with start-ups through business plan development, funding and commercialisation. Clients included a major airline, global travel management company, Australian agency buying group, global business research organisation and international media company.

(Reporting to the Group CEO)The role has full accountability for the leadership of QBT's 350 staff, delivery of the P&L with total transaction value of $0.8billion and QBT's multi-site operations across Australia and New Zealand. QBT’s customer base included ASX200 corporates, Commonwealth, State and Territory governments. As a member of the Executive Committee of JTG (now Helloworld) the role includes interaction with and presentations to the Board on a regular basis as well as a strategic role across the broader JTG Group.Achievements• Turned around multi-million dollar per annum loss.• Led significant change programs across highly unionised operation and multiple locations with legacy Qantas EBA issues. • Implemented individual account profitability modeling • In response to account profitability issues successfully moved all accounts from a percentage of sale fee model to fixed transaction fee model that ensured all existing accounts and new accounts achieved target profit margin.• Successfully led significant IT projects Including:o Move from airline booking system to travel agency booking system originally scoped as a two year project delivered in thirteen months more than $1million under budget;o Reporting system to enable proactive reporting to partner with customers cost reduction goals contributing to the retention of $350m in commonwealth government business; ando Market leading telephony that enhanced customer service delivery and staff engagement through faster turnarounds and more accessible customer and product information.• Led development of retention and new business strategy for the first ever Whole of Australian Government (WoAG) travel procurement tender winning 70% ($350m) of available business including the major departments of Defence, Human Services, Australian Federal Police, Education, Agriculture and the owner of the overall contract, Finance. This strategy delivered 100% of the contract to QBT at the next round.

(Reporting to Group General Manager of Qantas Holidays)The role manages all QH and Viva Holidays contracting for hotel, car, tour and other land content as well as the relationship with Qantas Airways for QH packages and other airlines for Viva Holidays packages. Also the pricing strategy including yield and inventory management. The annual operating budget is in excess of $50m with a team of sixty staff. The role also took responsibility for the project office and implementation of the merger of Qantas Holidays, QBT and JetsetTravelworld Group.Achievements• Introduced destination based elasticity pricing model designed to deliver profit maximising price by destination as well as improving two-week time lag on competitor price comparisons to daily. This moved QH to a price leader and enabled more rapid and rational responses to price changes and marketing initiatives by competitors delivering in excess of $1million in bottom line benefits.• Led improvement of the capability of the contracting managers by enhancing contract management and negotiation skills to deliver improved cost outcomes that resulted in total hotel room allotments being retained at lower cost despite significant growth of online wholesalers such as Wotif.• Linked inventory forecasting tools to procurement buying plans leading to a reduction in unused inventory as well significantly strengthening supplier relationships for future contracting years.

(Reporting to Executive General Manager of Regional Airlines)The role directly manages the brand, product development, cabin crew, airports, operations control (aircraft movements), contract staff, inflight catering and product and service strategy for Qantas’ regional airline operation of over 50 aircraft. Managing 450 direct staff, 600 contracted staff and a $100m operating budget.Achievements• Introduced customer satisfaction measurement tool used to focus team’s improvement efforts on creating customer value and to track service levels during ongoing change program and retained an average of 8.1/10 monthly (0.5 points higher than the Qantas mainline operations).• Delivered 15% ($2m) reduction in the inflight services budget while improving quality through focused waste management program.• Achieved 10% improvement in Cabin Crew productivity through better management of EBA and by negotiating benefits with crew union, as well as improved rostering reducing manpower cost by $1m.• Improved aircraft on-time performance to exceed company targets and industry best practice.• Developed single customer service culture across the three regional airlines that were merged to form QantasLink. The culture was focused on customer service levels and operational excellence while improving employee engagement levels by 8%.

(Reporting to Group General Manager of Segmentation)As part of the project to redesign the organizational structure of Qantas seconded to manage the development and implementation of a new group operating style with the Qantas Executive Committee members designed to deliver improved leadership, accountability and collaboration.Achievements• Developed and implemented company-wide communication programs which built understanding and support for the segmentation project.• Direct involvement in the development of overall segmentation strategy including proposed organisational structure, project management plans and time-lines, and implementation and facilitation of pilot segments including Freight and Catering.

(Reporting to Group General Manager Customer Services)The role developed and drove Group-wide implementation of customer strategies designed to create a sustainable competitive advantage through employees’ focus on the brand, their role in protecting its value, and using that as a catalyst for driving change across the organisation to deliver improved overall customer satisfaction scores and subsequent retention.Achievements• Developed and organised major communication events for up to 1000 staff hosted by the CEO and other Executive Committee members which promoted awareness of business drivers (customer, people and financial) as part of the overall change strategy.• Redeveloped Qantas’ Customer Relations function to ensure customers were responded to in line with service industry best practice KPI targets and information was directed to relevant areas ensuring long term service failures were permanently fixed.• Developed the strategy for and held direct responsibility for Qantas’ humanitarian response in the event of an aircraft accident or incident including recruiting and training a team of 750 volunteer staff.• Managed emergency planning (including business contingency planning) for Qantas’ Commercial Division.