In this role I oversee the implementation of key IPC Health business strategies, including growth opportunities and co-design and implementation of IPC Health's transition to a new biopsychosocial, interdisciplinary service model, and an ongoing portfolio of strategic service innovations. I also lead a newly formed Child & Family Services business unit that has brought together all child & family services delivered across the organisation with the objective of delivering a single, integrated service for families and children.

Accountable for Counselling & Wellbeing, Child & Family Services, Health Promotion & Community Strengthening, Social Prescribing, Innovation, Marketing, Comms & BD, People & Culture, Quality & Risk, ICT

Accountable for Finance, Planning, Corporate Reporting, Legal & Risk, Operations, Quality, Project Management, Business Analysis & IT.Instrumental in leading transformation to a social enterprise model by leading required organisational culture change, co-writing the successful business case for a commercial subsidiary, establishing profitability & resource management frameworks, and delivering a new operating model, enabling significant revenue and equity growth over 4 years, while still retaining focus on mission and values.Delivered a refreshed organisational strategy that re-energised people with a compelling shared vision by simplifying language, re-focusing on who the organisation ultimately served and workshopping with staff, executive and board members.Grew organisational innovation capability by leading cross-functional teams in applying design thinking, lean innovation and agile methods, resulting in increased staff competencies, revenue growth, and commitment to future strategic innovation investment.Transformed back office capability by overhauling annual planning processes and implementing client relationship management and enterprise resource management frameworks and systems, significantly reducing annual planning effort and timeframes, realising substantial annual cost savings, and allowing tracking of 25,000 interactions with 16,000 GPs per annum.

Reduced operating costs to align with an $8.4m funding reduction while still delivering to existing KPIs and maintaining staff morale, through a transparent, supportive, inclusive and collaborative leadership approach.

Implemented public dental minimum data set changes for 60 agencies and 780 users statewide by refreshing all infrastructure and upgrading the clinical information system within 6 months and leading associated service re-design, resulting in on-time transition to the new data set and 50% reduction in service desk calls.Established and chaired operational and strategic planning groups for public dental agencies to identify and prioritise immediate and strategic enhancements to the statewide dental clinical information system

Led the transition to a consolidated E.H.R. by implementing a new integrated Client Management System, delivering associated service re-design, growing staff IT and IM capacity and capability, and upgrading underlying infrastructure and networks, reducing client data sources from over ten disconnected to three integrated databases, significantly reducing paper-based records, and delivering over $100k per annum infrastructure cost savings.Established and was the inaugural chair of the Victorian Community Health IT Committee, representing Victorian community health on the Victorian Health CIO Committee, for the establishment of an enterprise Victorian public health Microsoft licensing agreement, and coordinating identification and prioritisation of future requirements for the HealthSMART Client Management System.Contributed to the implementation of an innovative, integrated Alcohol & Drug service delivery model at WRHC through the refit, technology upgrade, process review and expansion of the existing site