Queensland Government Owned Corporation. Renewables retailer and generator developing Queensland clean energy future,

Conducting a governance assessment and implementation plan for a mining services company, with a view to lifting governance from poor performance to being a strategic enabler for the company. Facilitating the journey to Engineering Excellence for six agricultural operating sites to realise the potential of working as a portfolio. The Company was experiencing intense cost pressures and coupled with an aging workforce created a knowledge sharing culture to address the most significant issues for the portfolio.Creating Strategy to Action alignment at a Coal Port - Facilitating the leadership team to create a common purpose and future state to then assess and prioritize major business improvement initiatives. Implementing operating systems and coaching line managers to execute sustained performance improvement.

Family owned and operated sugar cane farm in Hinchinbrook Shire.Forward selling cropEconomic modellingStrategic planningBusiness and account management

Feb 2012 – Current. 200 employees• Chair, People and Safety Committee• Member, Clinical Governance Committee• Member, Business Transition Working GroupNAPHL has been the largest mental health and allied health provider in North Queensland - from Sarina to Thursday Island. Private practice and for-profit businesses supported charitable services. The organisation was not able to transform in line with funding changes and services ceased from May - October 2022, with businesses sold, services transitioned and the wind up of operations, from almost 30 years of trading, complete.Key achievements• Up to 2017, building the organisation to the largest primary health provider in North Queensland as a highly regarded Medicare Local, with hubs in Townsville, Mackay and Cairns and outreach services to Whitsundays, Hughenden, and Thursday Island. • Start-up of allied health and mental health lines of business - for profit and not for profit providing an operating model for our charitable objectives.• Navigating the controlled wind up for the entity while meeting obligations for members, employees consumer data privacy and solvency.• One of three remaining directors completing the close of business, including grants to charitable organizations to continue the objects of NAPHL. • Company Secretary for the transition from a Medicare Local to a clinical service provider.

Sep 2016 – Current. >8000 employees, $26BN assets, Queensland Government Owned Corporation• Chair, People, Safety and Environment Committee• Member, Audit Committee• Member, Risk CommitteeAs the largest energy distribution, retail, and energy services organisation in Australia, with over 8000 employees and assets of $30BN supporting households and businesses of Queensland, the board leads and provides oversight for an extensive long term strategic and innovative roadmap. • Oversight and governance of the merger of Ergon Energy Corporation and Energex, with $562M savings in the first 3 years. Setting ‘Electric Life’ strategy for the organisation with the Queensland Energy and Jobs Plan unlocking unprecedented opportunities to transform our communities.• Major IT Transformational digital program governance touching all aspects of the business.• Implementing a multi-dimensional Culture Scorecard, using leading practice research from Griffith University, providing holistic insights to organisation culture.• Facilitating the development of an independent environment and sustainability policy and targets for EQL• Focus on Asset Safety and Innovation at committee, building a deeper understanding and governance insights.• Listening to feedback from community leaders, stakeholders and consumers to bring an informed voice of the customer perspective, travelling to many regional communities and consumer panel forums.

Innovative start up health company, helping people to remain in their home and out of hospitals. Lines of service delivery expanded to include COVID treatment in the home and palliative care in the home for public and private patients. Key board achievements• Strong, yet nimble governance approach, supporting a lean and driven executive.• Strategic plan with a focus on new business development and building key relationships.• New geographic service delivery model piloted, to demonstrate scalability.

• Chair, Capital Projects Committee for the $54M redevelopment of the Hospital site • Member, Clinical Risk and Compliance Committee• Member, People Committee The Mater Hospital in Townsville is the largest private hospital in the region. During my time on the board, we oversaw master planning of the facility that is still being delivered today. The board transformed to a modern governance framework and a skills-based board.Key Achievements• Governance oversight of the extensive MHSNQ Masterplan, including delivery of the $25M Clinical Building.• Delivering a purposeful risk framework for strategic and operational risks, broader than clinical risks and expanding the role of the Clinical Risk committee to provide oversight of risk.• Facilitating the development of modern governance framework including constitution, reporting and a board calendar to provide appropriate time for key strategic issues and oversight risk and compliance. Building the Mission Discernment Framework into all key decisions.• Modernising of CEO performance review and development of strategic CEO KPI's cascaded to the executive.

Chair, Finance and Risk CommitteeChair, Water CommitteeMember, People and Safety CommitteeNT PWC is a small but complex multi utility providing power, water and sewerage services across the Northern Territory. Immediately prior to joining the organisation, the generation and retail assets were devolved and NT PWC requiring major transformation change to rebuild the organisation capability, financial systems and sustainability.Chair of water line of business

• Chair, Operational Risk Committee. • Member, Regulatory Committee. • Member, People CommitteeRegional Queensland Electricity Network Business and RetailerKey Achievements• Leading cultural safety audit resulting in a significant change to safety leadership, simplification of safety systems and an emphasis on significant workplace hazards• Setting a strategic direction with an emphasis on the significant energy disruption for consumers and implementing a new operating model for the business• Providing a forum to focus on isolated networks and unique issues and risks for these communities.

A parent lead disability services grass roots organization transitioning to a compliant management committee with skills based members appointed.Key Achievements• Upskilling the management committee on the role of directors, compliance obligations, board succession planning and skills matrix and modernizing the approach to board reporting to allow for more transparent oversight• Developing a strategic plan and tracking of key outcomes• Formalising a Consumer Panel for the board and executive to listen to clients and parents.

Operating Excellence Lead. Asset Leadership Team member. McKinlay, Queensland• Operational Excellence Lead for Cannington and member of the BHP Billiton Base Metals operating excellence team for Australia and South America.• Coaching team projects using Six sigma blackbelt + Accelerated Change Technique and Facilitative Leadership Skills• $10M EBIT projects for the Cannington site delivered through operating excellence roadmap.Senior Operations Engineer and Relief Operations Superintendent. Port Hedland, Western Australia• Greenfield site blueprinting business systems development, commissioning, operations• Leader of Gas, Water Utilities and Beneficiation Plant Operational Engineering Teams • Major capital and operational improvements following the commissioning of the facility, leading a cross functional team from engineering, operations, and contracting disciplines.