1. Board creation, assessment and recruitment2. Secretariat3. Risk management4. Internal audit5. Compliance

DPIE is a mega cluster department with 15,000 staff across NSW, $127b in assets, $18b in revenue and $17b in expenses. It includes; planning, water, primary industries, resources and geoscience (mining), aboriginal housing, national parks and wildlife, crown lands, Lands and Housing Corporation, Landcom, Office of Strategic Lands, Sydney Olympic Park Authority, Property NSW, Office of Local Government and the Office of Environment and Heritage.Leading a team of seventy-five with the remit to ensure an effective and compliant governance program was created and that it was embedded through effective change management and organisational design. I also led the governance business transformation program following a significant machinery of government (MOG) where four major agencies were merged into one, requiring the governance program to be recreated with the application of effective change management to ensure take up by the various Agencies.The governance program included; corporate governance, risk management, internal audit, compliance, policy management, ethics, complaints, fraud and investigations, information management and privacy. Direct reports included the Chief Risk Officer and the Chief Audit Executive.

Uniting - a not-for-profit with an annual revenue of $651m, expenditure of $634m, capital expenditure of $70m, staff of 8,000 with 3000 volunteers, providing services to 40,000 people over 450 service locations.Reporting into the Chair of the Audit and Risk Management Committee and leading a small team with the remit to ensure an effective and compliant governance program was created and that it was embedded through good change management and organisational design.Uniting was a green field, therefore, I needed to oversee the development of the governance program (including risk management, compliance and internal audit) and educate the staff, management and board on its application.

PMP was Australasia's leading integrated provider of printed communications solutions. An ASX Top 200 listed company with 3,000 employees across Australia and New Zealand. A public company with annual revenues of $AU1.3 billion. PMP Print annually produces 4 billion catalogues, 120 magazines, 30.1 million directories and 24 million books.Reporting into the Chair of the Audit and Risk Management Committee and leading a small team with the remit to ensure an effective and compliant governance program was created and that it was embedded through good change management and organisational design.

Australia's largest global insurer that underwrites most forms of commercial and industrial insurance policies, as well as individual policies. QBE manages Lloyds syndicates and provides investment management services. It provides insurance services to Australia, America, Europe and Asia Pacific region. It has over 16000 employees in 52 countries. QBE was ranked 18th among the world's general insurers. QBE has market capitalisation of A$18.6 billion, and represents 2.22% of the ASX 200 index.Mandate was to develop and implement the global risk and compliance management and business continuity programs and ensuring effective uptake through good change management practices.

TOWER was multinational leader in life insurance and superannuation with a total net operating revenue for the 2006 financial year being $652.0 million. Total assets of the group were $3.7 billion and net asset $337 million.Reporting into the Head of Corporate Governance with the remit to ensure effective and compliant ‘green field’ risk management and business continuity programs were created and that they were embedded through good change management and organisational design.

A multinational leader in Pharmaceuticals. At the time, the 3rd largest pharmaceutical company in the world. AstraZeneca Australia was Australia’s largest private sector investor in medical research and development (R&D). AstraZeneca was the largest national manufacturer of pharmaceuticals, providing $1.2 billion of medicines to the local market and $200 million in exports.Reporting into the Chief Financial Officer with the mandate to develop and implement a ‘green field’ risk management program, which included accountability for compliance, internal audit, security and emergency management. Whilst accountable for risk management within Australia, I also led the transformation program for the uptake of risk in Europe.