HILT CRC is a co-operative research centre for the decarbonisation of heavy industry. Our goal is to de-risk decarbonisation pathways for the iron ore, steel, alumina and cement industries by linking industrial, research and government partners.

HILT CRC is a Co-operative Research Centre linking the Commonwealth, leading universities and industry, to progress the decarbonisation of Heavy Industries such as Iron/Steel, Alumina and Cement. Member of Audit and Risk, and Commercialisation Committees

Gippsland water owns and operates a $1.5 billion infrastructure network including 15 water treatment plants and 14 wastewater treatment plants. Serving a population of approx 164,000 people on the traditional lands of the Gunaikurnai and Bunurong People, Gippsland Water employs over 300 people and also operates two commercial businesses.

Alternate state director and AgriBio / BRC Co. board member. The AgriBio PPP joint venture is a $288M world-class integrated agricultural research centre, owned by the Victorian Government and Latrobe University, which focuses on addressing global food security in the context of climate change and is also the state’s main research facility into prevention of agricultural diseases and pests. Member of Risk Committee https://www.agribio.com.au/

The Australian Energy Market Operator (AEMO) manages the National and Wholesale Electricity Market in Australia and performs an array of operational and planning functions to ensure the delivery of secure, reliable and affordable energy. AEMO has the ambitious goal of preparing the national grid for 100% instantaneous renewables by 2025. AEMO has responsibilities for transmission planning and grid connections in the state of Victoria, including managing the end to end process for renewable generators and loads to connect to the transmission network. The GM Vic Connections role has P&L responsibility including strategy and associated KPIs for the power systems modelling, infrastructure, project management and stakeholder engagement teams that are involved in the connection process for over 60 new renewable projects across the state.

Peer to peer mentoring program that accelerates women into ASX board roles (Chair: Zita Peach) 2021-2022

ExxonMobil representative on five Joint Venture management boards, responsible for the major infrastructure assets that comprise the PNG Oilfields. This includes three oil and gas processing facilities, >100 drillwells, a 260 km pipeline and an offshore marine terminal, with a combined annual opex and capex budget of $250-$300M USD.Influenced and advised on strategic asset management including investment and profitability analysis and productivity improvement strategies within the joint venture, with partners based in Sydney (Oilsearch operated), Adelaide (Santos), Japan and Pt Moresby, including PNG government and landowner representatives.Responsibility for $40-$75M USD internal annual budget, 5 year strategic plans and life of asset planning, and governance against those plans. Stewardship and oversight of KPIs, audit results, contractual compliance. Financial oversight including asset cash flows, earnings and performance impacts across the broader PNG business unit value chain.Advisor after major incidents, including restoration of production after a major Earthquake in 2018, and COVID-19 response.Advisor on joint venture matters for multi-billion USD development projects.Chair of Moran oil field development licence #5 management committee.

Managed ~$20M AUD Cobia offshore oil pipeline repair project to FEED entry with a flexible pipe concept. Led team to produce a cost conscious, fit for purpose solution with novel procurement strategy including full contract package, contractor engagement strategy, and internal gate documentation.

Reporting to the CEO, managed the Global Expertise Center and associated Subject Matter Expert staff, which provided HS&E, Engineering , Security, Development, Commercial and Geoscience consulting expertise to APAC and Global business unit customers. Annual $6.6M AUD in revenues. Energised staff through the creation of a cohesive, controls focused team culture. Increased profitability by tailoring deployment of technical expertise to customer needs, implementing organisational change and improving financial controls compliance.

Successfully transitioned Subsurface team to a stand-alone group from a larger organisation by developing a shared vision, group work goals and establishment of a team culture. Improved business unit profitability through use of unit cost analysis in operations scheduling, identification and removal or redundant processes, regulatory engagement and deployment of world-class technical expertise.