To lead a high performing team that drives performance through building a safe and inclusive culture. To deliver fit for purpose systems that build capability in pursuit of organisational goals and strategy.

To lead a dynamic Human Resources function that enables Ausco Modular to realise it's growth aspirations.

The City of Stonnington is a local government area located within the metropolitan area of Melbourne, Australia. A visionary and always one to set the pace, the City of Stonnington’s Strategies for Creating Open Space is the canvas for a healthier and greener City now and into the future. I am responsible for developing and leading a contemporary Human Resources, Heath Safety & Wellbeing and Enterprise Risk functions that support business objectives to enable the growth & prosperity of our city.

Public Transport Victoria is a statutory authority that acts as a system authority for all public transport and an advocate for public transport users in Victoria. PTV aims to improve public transport in Victoria by ensuring better coordination between modes, facilitating expansions to the network, auditing public transport assets and promoting public transport to all Victorian’s as an alternative to the car.I am responsible for developing and leading a contemporary Human Resources and Heath, Safety & Wellbeing end to end function that supports business objectives by building; efficient HR services, a safe and constructive organisational culture, change resilience and internal capability to meet the expansion of Victoria’s public transport network. Achievements: • Led PTV's Culture transformation resulting in a 100% increase toward a more constructive culture in less than 24 months • Partnered with the CEO to recruit a new Executive Leadership Team of 6 members• Rapidly established the trust of the CEO and Executive Team• Sought Board approval for a number of significant enterprise wide change initiatives to improve the maturity of people systems • Implemented a HR shared services model to increase the HR value proposition• Implemented a new capability framework linked to all performance systems• Implemented a Talent Management System• Implemented a new payroll controls system to improve risk and assurance • Implemented a Talent Acquisition function• Implemented a Diversity and Inclusion working group to improve PTV's gender balance• Implemented a new Health, Safety & Wellbeing strategy which improved PTV's safety maturity significantly• Significantly improved the culture within the People Experience team.

Powerlink QLD is a leading Australian provider of high voltage electricity transmission network services. It operates and maintains 1700 kilometers of transmission network from Cairns in QLD down to the NSW border. Powerlink employees approx. 1000 employees.I have been responsible for the set up and implementation of a contemporary HR Business Partnering model. In this role I led a team of highly experienced HR Business Partners who broker best for business outcomes for all divisions of Powerlink.Achievements:• Reporting directly to the CEO led a critical restructure that re designed the Executive, General Management and Management levels of Powerlink achieving a 20% reduction in Headcount• Led a team of Business Partners to deliver high value HR services resulting in improved performance aligned to each division’s strategic plan• Led the delivery of HR services and support for the North West Surat project in QLD with Santos GLNG value: $650M AUD• In partnership with Finance led and guided business leaders to design a new organisation structure that delivered efficiency and sustainability. Delivered this initiative on time and within budget• Designed and implemented a business partnering model within 90 days of commencing with 100% buy in and support from business leaders. As a result People Strategy became imbedded in each division’s strategic plan• Steered the transformation of Powerlink's organisational culture by establishing a talent management process which increased internal talent mobility by 60%• Played a pivotal role in the 2015 enterprise agreement negotiations which resulted in the agreement being established in early 2015• Managed a number of complex ER cases resulting in an amicable outcome for both the organisation and employees. This was achieved without any intervention from the Fair Work Commission or other litigation proceedings

Parson Brinckerhoff (now WSP) developed creative, comprehensive and sustainable engineering solutions for a future where society can thrive. Equipped with an intimate understanding of local intricacies, world-class talent and proactive leadership, they plan, design, manage and engineer long lasting and impactful solution to uniquely complex problems. It employed over 55,000 staff world wide.As a member of the executive leadership team, my primary role was to set the people agenda for our business group. I lead a HR team whose focus was on maximising the return on our capital through the implementation of people review and capability development programs. I was also responsible for leading large scale cost reduction programs and resolving complex ER matters.Achievements;• Established credibility and trust with the Executive Leadership team enabling me to influence key change with regards to right sizing the organisation to align to PB’s pipeline of work • Led and managed the delivery of HR services and support for the Roy Hill Project in WA with Hancock Prospecting value: $10 Billion AUD• Implemented levels of work which transformed our resourcing model whilst increasing utilisation and profitability• Implemented a career progression framework which enabled 10% of employees to progress and a reduction in voluntary turnover of 5% annually • Led and managed the rapid completion of a large scale restructure resulting in the reduction of over 500 positions, whilst maintaining productivity, moral and engagement. This was also achieved without any adverse employee relations outcomes• Built strong relationships across the entire HR Team which built trust with the employees resulting in a significant improvement in change agility within my team.

I was appointed to this role to lead the integration of 10 business groups into one business group consisting of 700 FTE’s. I was also responsible for leading a large scale cost reduction exercise aimed at making the group profitable. In addition to this, I lead people review and capability development programs geared to changing our culture to an externally focused business. I was also responsible for managing a number of complex ER matters. Achievements:• Improved the performance of the division by increasing utilisation across the group by 20%• Established credibility and trust with the Executive Leadership enabling me to influence a number of best practice people systems which improved the performance of the division • Tightly managed the rapid completion of a large scale restructure process without any adverse employee relations outcomes• Managed the annual salary review process on time and within budget• Delivered a people review and talent process that formed part of key management decisions for staff promotions, mobility and resourcing for major projects• Led the planning and implementation of HR improvement projects e.g. Talent Management, Leadership Development & Performance Appraisals.

I was brought into PB to raise the profile of HR by positioning it at the heart of business strategy. I worked closely with the QLD leadership team to build relationships and embed my work into the day to day operations of the QLD business. In this role my primary focus was on implementing systems to drive improved performance in the region. Achievements:• Established a permanent seat at the table of the QLD Senior Leadership Forum.• Increased the focus on performance management which led to a number of employees lifting their performance along with a number of employees exiting the business.• Developed and implemented a Domestic Mobility policy.• Gained the trust and credibility of the senior leadership.• Partnered with other senior HR team members to deliver projects and implement HR strategy.• Managed a number of complex ER cases resulting in a marked improvement in performance.

Cardno are a professional infrastructure and environmental services organisation with expertise in the development and improvement of physical and social infrastructure for communities around the world. Globally it employees approx. 4000 employees. I led a team of HR professionals across Australia. I was responsible for the seamless transition of post-acquisition integration. I also lead the Learning and Development function which included the development and delivery of leadership development programs. I took an active role in the coaching of senior managers and executives. Achievements:• Transition the HR team into one centralised function• Implemented a system for the correct engagement of contractors• Successfully managed a number of complex ER cases including 2 Fair Work conciliations.

Technology One are Australia's largest enterprise software organisations with offices across six countries. It employees approx. 1200 employees globally. I was hired to implement a HR business partnering model. Working closely with senior leaders I implemented succession planning and an assessment framework for key senior roles within the business. I also managed complex ER issues and provided guidance and support to my colleagues in this area. Achievements:• Implemented a suite of assessment products by AC-EXS through Harbour Future Leaders in Sydney• Developed and implemented succession planning • Promoted to the role of deputy HR Director within 4 months of commencing at TechOne• Resolved a number of complex ER issues resulting in the amicable departure of 3 senior executives• Implemented a new performance appraisal system• Raised the profile of HR and increased the businesses awareness and engagement of the HR team• Significantly improved the performance of the business by instilling a culture of performance and accountability.

Mouchel (now WSP) was an international infrastructure and business services organisation headquartered in Woking UK. It provided advisory, design, project delivery and managed services associated with infrastructure and business services across the highways and transport, local government and utility markets across the world. It employed over 12,000 staff worldwide.I was responsible for leading a global HR function of 35 FTE’s across Europe and the Middle East. As a member of the executive team I focused on people review, succession planning and performance management programs with the aim of improving our bottom line. Pre the GFC I implemented a vigorous capability development program aimed at building internal leadership capability to support the growth of the business. I was also responsible for implementing a diversity strategy for our group. During the GFC I lead a major restructure that saw the reduction in headcount in excess of 300 FTE’s. I also managed complex ER cases including successfully defending a number of tribunal claims. Achievements:• Led a HR function of 35 FTE consisting of 15 FTE based in the UK and 20 FTE based in the UAE to support $30bn USD of infrastructure projects• Led the Implementation of a Human Capital Management system. Value 1M GBP • Improved staff retention by 3% over 8 months resulting in a saving of 450,000 GBP• Implemented a coaching framework for senior and mid-level managers• Implemented a new resource planning framework which I embedded with the organisation’s accounting framework • Designed and rolled out a major recruitment campaign to the value of £100K. ROI 100%• Increased the internal hire rate from 40% to 90% for senior roles• Managed 8 very complex ER cases avoiding the employment tribunal• Seamless management of a large transfer of 200 staff following the Ewan Water acquisition • Increased by 100% the number of women in senior leadership roles.

I was responsible for implementing the HR strategic plan and supporting the businesses growth strategy. I implemented a number of capability development programs in support of our Talent Management strategy. This included succession planning, people review and resource planning. I was also responsible for the implementation and facilitation of assessment centers for senior leadership roles. I also managed a high profile recruitment campaign with my team of 5 direct reports. Achievements:• Implemented an employee engagement strategy which resulted in better employee satisfaction contributing to our rating of 16th best UK large company to work for in 2008 according to the Sunday Times• Worked with a team of L&D experts and designed a leadership development framework that is currently being rolled out across the entire company• Increased the internal hire rate from 40% to 55% for all roles resulting in a saving of over £380K in recruitment fees• Increased the size and capacity of the HR function by 100%.