The National Reconstruction Fund Corporation is a $15bn fund to enable economic prosperity for the Australian economy in 7 economic priority areas. Leading the People and Culture function, we are passionate about creating the career experience of a lifetime for our team as we build a highly regarded, integrated investment business to deliver on our purpose.

The Social Index helps career focused individuals, from University Graduates to C-Suite and Board Executives, understand the opportunities the digital age presents for their careers and support them navigate ongoing the digital disruption in workplaces and to traditional career management practices. We understand how trust, connection, credibility and expertise informs reputation, the need to navigate this for personal career growth and as leaders to effectively communicate online to diverse employee and customer groups in a rapidly evolving world.The business has become sought after for data driven insights to help career focused individuals understand the impact of their online executive presence, how to build careers in the digital age and authentically engage with broad employee demographics. We are proud of our global reach having delivered seminars, panels and individual career support in Australia, London, New York, New Zealand, Hong Kong, Singapore, France and Germany. As part of this, we have partnerships with top tier business schools, leading career coaching businesses, industry and board groups to enable their students, members and customers be better informed and prepared for new career conversations.As Founder and Executive, I am proud of the talented team that have joined the business, the inclusive and collaborative culture that defines how we operate and the curious intelligence of our group to explore emerging workplace technology and bring those insights to our customers and partners. In a relatively short period, we have achieved commercial success and global recognition, delivering on our objective to share meaningful career insights and future of work trends.My role has evolved from founder to executive leader of a talented team to an advisory executive role as I’ve supported existing and new consulting clients successfully navigate the opportunities workplace disruption can create for culture, talent and economic performance.

Member of the inaugural Faculty Advisory Board, supporting the senior leadership team of the Faculty of Arts and Social Sciences at The University of Sydney. The purpose of the advisory board was to support the senior leadership team enhance student career opportunities , employability and pathways to the workplace by providing career, commercial and workplace insights.

Supporting the Business Information Systems Faculty in the Business School enhance student career opportunities with industry engagement and career management insights. Committee Member for the Master of Commerce program to provide talent management insights that help students be more effective in their transition to the workplace and provide ad hoc seminars to students on career management in the digital age and navigating organisations.

Member of the APAC Leadership team and APAC P&C Executive recognised for delivering year on year improvements across the People and Culture strategic priorities to enable business performance and established the APAC P&C function as a valued business partner. During a period of significant growth and change for the global business, I delivered initiatives that prioritised talent growth, leadership capability development and data driven insights that realigned the local culture to strategic, global business objectives. This enabled the APAC team of experienced investment, operations and client teams to have a meaningful impact on global results, be seen as a great place to work within the group and achieve a significant growth turnaround in APAC markets, with existing clients in APAC and new markets in Asia.

As a trusted and commercial P&C Leader to 6 of the 7 CEO Direct reports including Funds Management, Life, Distribution, Product, Marketing, Risk & Strategy/M&A, successfully refocused the organisational culture to reinforce collaboration, creativity and embrace new revenue opportunities. Across a group of talented, high performing investment professionals, I successfully led the people streams for their first boutique funds manager acquisition, delivered annual compensation plans and amplified cross-functional diversity and engagement via revamped employee experiences.

Applying my experience in operating model transformation, I joined Westpac’s retail division in a project lead role to support and lead the people elements for the transformation of their branch network, embedding a new training and accreditation program and incentive models relevant to a highly regulated advice model.

A multi-hatted role as Head of HR and Head of Planner Acquisition to support the function transition to independent business unit, achieve a critical strategic corporate objective to expand the AMP Financial Planner footprint and provide trusted HR advisory support to the function. With innovative talent attraction strategies, aligned internal team objectives and strong stakeholder engagement with the core AMP FP business, I led the Talent team to successfully deliver a pipeline of capable future financial planners, expanding AMP's financial planner footprint relative to industry peers. With an additional HR internal strategic focus for the Horizons team, we were able to scale the overall Academy by aligning our processes to the growth needs of the AMPFP business.As capability and regulatory complexity increased for AMP’s Financial Planners, it became clear that an HR advisory support product was needed to help them as small business owners. As an additional project, I was Project Lead, building a small team of experienced business and HR practitioners to successfully develop, launch and ultimately commercialise an HR Advice product and embed it in the Planner Licensee agreements. As Project Lead we exceeded our objectives in meeting a customer need, influencing a broad range of stakeholders for support, collaborated effectively to navigate complex internal processes ultimately providing a new revenue stream within the Licensee arrangements.

Promoted to Head of HR and member of the Leadership team for AMP's largest revenue generating function, AMP Financial Planning. Leveraging my strategic HR capability, industrial relations experience, strong influencing and collaboration skills, this was a broad HR Executive role supporting the transformation of the internal operating model, facilitating change management practices across the organisation and aligning people initiatives with the parallel introduction of a new Financial Planner engagement model. Evolving the HR reputation to trusted partner and strategic advisor ensured endorsement for new career and talent management models, leadership coaching engagements and updated compensation structures that created new career pathways for the high calibre customer and planner facing employees. Based on data driven insights from engagement surveys, planner feedback and business metrics, measurable improvements in business performance were achieved through increased levels of engagement and a more innovative, collaborative culture across the group.

As part of a trusted HR function, I successfully led HR advisory support for Wholesale and then Consumer (Sales) business units, focusing on optimising the operating model and alignment of sales incentive programs for these groups.

HR Director for the Armstrong Group including Armstrong Executive Search, a leading Financial Services Executive Search Boutique and Skillcapital, an innovative talent partner for Venture Capital and Private Equity businesses requiring high performance executive teams and talent advisory services to build executive leadership teams for pre & post IPO growth. The group is headquartered in London, with a strong presence across financial centres in New York and Europe, with a diverse team of industry and talent specialists to support financial services and industrial clients.With a proven track record in designing strategic people plans that enabled the scaling the new and disruptive model of the SkillCapital business, I was promoted to a group role to lead the optimisation of the group operating model, built their internal career frameworks and provided strategic support to the Executive team and wider partner group. Having established productive and trusted relationships across the group, employee engagement materially improved following a new employee proposition, developed and implemented clearer career pathways for emerging professionals to partner level positions which has resulted in key talent remaining with the organisation where mutually beneficially and creating meaningful careers in the search . This was part of a wider operating model transformation that realigned strategic business priorities which helped establish a repeatable platform for consistent profitability.

Led the new onsite talent management model, growing this from a small group of approx. 50 temporary and contract staff to a flexible workforce of approx. 350 staff across all front, middle and operational groups and well as supporting the operations of the intern program. With an established knowledge of employment frameworks, business process optimisation and change management, I was successful in optimising the hiring and complex approval processes, subsequently moving to an HR Business Partner role during a period of significant transformation as a result of group ownership changes.

With an academic research background in employment innovation and transformation in the coastal shipping industry, my role as Employee Relations manager focused on the Maritime/Shipping, CHEP, Security and Cleanaway businesses as well as clerical teams across Australia. As a trusted advisor to business leaders, my role was broad and ranged from negotiating new enterprise bargaining agreements, strategic analysis of emerging work trends and policies, industrial award analysis, representation of the business at Industrial Tribunals (now the Fair Work Commission). This also informed a range of senior business and employee issues, national industrial negotiations and complex stakeholder relationship management as well as providing detailed HR analytics for disputes, merger & acquisition activities and board reporting requirements as an ASX listed business, with impacts across the Australian logistics sector.