Established in 1818, the Royal Tasmanian Botanical Gardens is one of Australia’s premier cool climate gardens. The Gardens enhance the community’s awareness and appreciation of plants and cultural heritage. With more than 520,000 visitors in FY 2019, the Gardens is one of the most popular tourist attractions in Tasmania.The RTBG is a statutory authority. Paul is a member of the board of management and chair of the Audit and Risk Committee. He was a member of the working group that planned and implemented the Gardens’ bicentennial celebrations in 2018.

Port Arthur Historic Site Management Authority manages three of Tasmania’s most important heritage and tourism sites. All three sites are included on the World Heritage List. The Port Arthur site has repeatedly been named Tasmania’s best major tourism attraction and best heritage tourism experience.Paul presents a range of tours at Port Arthur. He keeps the visitors engaged through interaction, information, and humour. From time to time, he is assigned as the guide to look after VIPs including ambassadors and special guests. His objective is to ensure that all visitors enjoy a unique and memorable experience.

Paul’s freelance work covers governance and corporate communications. His clients include organisations in the public and private sectors. Projects range from writing company annual reports to advising on board induction and management reporting systems.

Premier Travel provides premium tours of Tasmania. The focus is on nature, heritage, food and wine, and quality interpretation.Paul joined the Premier team in 2016. He conducts a number of local and intrastate tours, from half-day to multi-day tours. Group sizes vary from one or two people to a busload of visitors.

The TSO is Tasmania's premier performing arts company. The orchestra has been presenting concerts and recording orchestral music since 1948. Paul was a non-executive director of the company and its wholly-owned subsidiary, Tasmanian Symphony Orchestra Pty Ltd. During Paul’s term, the TSO:- broadened it’s revenue base through philanthropy and sponsorship- developed new audience segments through a program of collaborations with external partners- expanded its promotional campaigns to take advantage of social media.Key contributions:- Chairman, Audit and Risk Committee, 2008 to 2012: introduced a contemporary charter for the committee, revised delegated authorities, integrated risk management with business planning- Member, Key Artistic Appointments Advisory Committee, 2013 to 2014: participated in succession planning for key roles including chief conductor, artistic director, concertmaster, and director of the Australian music program- Member, Nomination and Remuneration Committee, 2015 to 2017: succession planning and performance review for directors and CEO

Glenorchy City Council manages the City of Glenorchy in southern Tasmania. The council area covers several northern suburbs of Hobart, the state capital. The population of Glenorchy is about 45,000.During his two-year term, Paul chaired the council's Audit Panel, which comprises two elected representatives and three independent members. Key contributions:- Established new Audit Panel and encouraged dialogue between members, auditors, council and management- Developed operating procedures for the new panel, in collaboration with management and auditors.

Governance Institute of Australia is a professional association with a sole focus on the practice of governance. Governance Institute provides education and support for practising chartered secretaries, governance advisers and risk managers.

From 1998 until the company was merged in 2014, Transend Networks owned and operated the electricity transmission system in Tasmania. Annual revenue was in excess of $240 million and total assets were valued at more than $1.7 billion.As an executive manager and company secretary, Paul held a leadership role with Transend throughout its 16-year life. His team was responsible for managing corporate administrative functions, shareholder relations, ministerial liaison, legal services, public relations and stakeholder engagement.Key contributions:- Helped to establish Transend as a stand-alone company in 1998, and to prepare for joining the National Electricity Market in 2005- Initiated Transend's consumer and community engagement program- Advised on two business acquisitions from Hydro Tasmania: Power System Control (in 2000) and Telecommunications Services (2008)- Developed an in-house legal service focused on commercial solutions, pragmatic advice and customer service

In 1998, Paul was seconded to the Minister's office to advise on issues related to the disaggregation of the Hydro-Electric Corporation. At the time, the Hydro was a vertically integrated electricity supplier involved in all steps in the supply chain from generation to retail. After disaggregation in mid-1998, Hydro focused on the generation sector.

As a member of Hydro's public relations team, my role focused on internal communications, with a support role in media relations. I wrote, edited and published a range of publications including a weekly newsletter and a quarterly magazine. I organised the CEO's annual tours to meet with staff at company sites around Tasmania. I introduced Hydro's first web-based internal communication medium in 1997.* Corporate image projectOne of my special achievements was a corporate image campaign that contributed to an increase in sales and an improved public image for the company. The project focused on a television series, called the Hydro Report. I wrote and produced about 50 news-style advertorials about Hydro and its operations. The campaign ran for 12 months (1996-97), broadcast on commercial television in Tasmania.* Gold award for public relationsIn 1997, I won a gold award in the annual PRIA awards for excellence (Tasmania). My award was in the shareholder relations category for the communication program that promoted Hydro's annual report.Hydro Tasmania is the trading name of Hydro-Electric Corporation.