Executive lead for Ecotourism and Permissions Management.Leading the development of premium, low impact, nature based ecotourism experiences on national parks and protected areas. Identifying appropriate sites, undertaking feasibility, market testing, detailed design and business case development. Stakeholder engagement and commercial negotiations on ecotourism developments.

Supported the innovation agenda through the implementation of the Government’s Advance Queensland agenda - building Queensland’s innovation eco-system, encouraging entrepreneurial start-up and growth, and the application of innovation to solve business and social problems across Queensland. Executive lead for $50M programs: Lead for the Small Business Innovation Research Program. Partnered with CSIRO and Data61 on big data challenges. 3 day Start-up delivered across universities: Griffith University, Central Qld University,James Cook University. Platform Technology Program – grants funding game-changing platform technology projects in Qld. AgTech start-up Israel Mission 2017 – 11 AgTech Qld firms on 7 day mission to Israel. Female Founders Mission 2017 - 5 female start-up founders on 7 day mission to London, UK. Massachusettes Institute of Technology (MIT) Entrepreneurship Boot Camp delivered in partnership with Queensland University of Technology. Delivered Innovative Government Report 2016-2017. Developed the Qld Government Innovation Framework.

Led Qld Government Procurement Division, 100 staff, budget of $100 million. Provided high-level strategic leadership to support $16B procurement spend state wide.Established the leadership function of Chief Advisor Procurement overseeing Whole of Governemnt policy, governance, and advisory services. Established Government’s new operating model following the Whole of Government Review of Procurement. Established Category Councils for six major categories of spend.Led Policy, Data Strategy, Procurement Capability Development Strategy. Developed stakeholder engagement framework and consulted with departments. Led government engagement with industry and established the Procurement Industry Advisory Group, enabling strategic discussions between industry and government. Lead for General Goods and Services Categoryl, $2.3B in annual spend state wide. Oversaw development of category strategies, consulted with departments, industry engagementMember of the Australian Procurement and Construction Council.

Led Strategic Asset Management Division, 150 staff, total operating budget in excess of $900M, reported to the CEO.5 disparate business units: Qld Govt Accommodation Office, Government Employee Housing, QFleet, Disaster Management, and Qld Government Gazettes publishing. Combined state wide building and fleet assets portfolio valued at $2.8B generating lease revenue in excess of $700M. One million square metres in commercial office space, owned and leased buildings, $500M operation spend, 750 private sector leases valued at $2B.Life cycle analysis - 200 state wide owned properties valued at $1.8B - renewal, re-lifing ,and disposal of assets. Led development of Brisbane CBD Strategy 2015-25, renewal of 420,000 square metres of office space. Led the design of a new procurement model. Led centralisation of 3,100 employee residences forming a housing portfolio worth $800M. Enabled improvement in asset lifecycle management ensuring quality housing for public servants in rural and remote locations state wide. Led engagement with client departments, built relationships for cooperative outcomes.

Commercial business unit.Led the state wide provision of the Government commercial and passenger vehicle fleet delivering procurement, in-service leasing, fleet management, and disposal of the 13,000 vehicle fleet - assets under management of $240M. Procurement and contract management on contracts in excess of $300 million. 140 staff.Led major reform in fleet management across government. Implemented a new integrated strategic procurement model combining vehicle emissions reduction, improved vehicle safety, rationalisation of fleet mix, improved supplier arrangements, and total cost of ownership for best outcomes.Led stakeholder engagement and development of fleet policies in areas of vehicle utilisation, emissions reduction and vehicle safety.Strategic and operational advice to government departments, CEOs and executive government.

General Manager and executive lead for major reform across Government's Commercialised Business Units (CBUs) of GoPrint and Sales and Distribution Services (SDS) to close the businesses and procure services through the private sector. Steered the CBUs and staff through large dislocating change.Established the program of change, led the development and execution of business closures and decommissioning strategies, GoPrint's $10M annual turnover of commercial print services and secure Parliamentary printing services were procured through the private sector. SDS' three business streams of general merchandise, logsitics and publications with a turnover of $60M were sourced through the private sector procuring large scale warehousing and distribution services.Designed and led business renewal strategies within QFleet including the closure of the Government Workshop providing mechanical, paint and panel repairs for 3000 vehicles annually, $50M turnover. The renewal program included a review of used vehicle sales strategies and engaged the private sector state wide to provide remarketing services covering the sale of 3000 vehicles per year.Combined savings resulting from the new procurement models and business closures delivered approximately $18M per annum for government and released industrial properties valued inexcess of $35 million for alternative use or divestment.