As Director Supporter Engagement my role, reporting to the CEO, is to drive growth and engage support for Save the Children's work to maximise impact for the most marginalised children. Leading a team of 90 plus professionals across six teams: Fundraising, Corporate Partnerships, Philanthropy, Retail, Marketing and Analytics, to build and maintain strong relationships with other organisations, trusts and foundations, donors and consumers.

Appointed to manage the organisation’s Program Impact Project, established to oversee the development and implementation of strategy, systems and processes to support the reporting and management of development and humanitarian programs, to utilsie knowledge of impact to improve programming approaches, advocate for policy change and to communicate effectiveness to donors.

As a member of the executive team, contributed to library-wide strategy and organisational leadership. Developed and delivered the community engagement strategy and program plan; created, implemented and oversaw authentic brand position to reflect the library’s vision and mission; and supported revenue growth via the development of commercial activities. ◆ Leveraged the internal brand launch to reflect widely on the library’s values and reconnect staff with the library’s purpose via the opportunity to share their individual stories..◆ Delivered over 500 individual sessions of programming in a year including learning programs for schools, professional development for teachers and librarians, community festivals, lectures, exhibitions and collection displays, performances and creative fellowships.◆ Developed and implemented new brand positioning, and visual identity to reflect core values and inclusive vision.◆ Reviewed commercial catering contract and venue hire model, undertook the tender and appointed a single caterer, which grew profit significantly in six months.

Steered strategic direction, led operations and managed performance of the organisation, which included delivery across the divisions of community programs, social housing, business services and the four star Jasper Hotel.◆ Introduced a social connection and skills development support program for 70 residents in owned rooming house, in partnership with two TAFE campuses.◆ Restructured the team, and implemented streamlined efficiencies and costs saving initiatives.◆ Renegotiated partner terms of a program in a three-year exit plan to achieve a profitable outcome.

Oversaw strategic change initiatives, development of learning strategy, leadership team culture, and managed internal communication functions and delivery of key change programs.◆ Led the development of a new operating model for the Policy and Programs group with a team of 150 staff, which included development of design approach, articulated vision, revised structure, review of core processes, accountabilities and roles, oversight of staff engagement and implementation of the plan.◆ Co-led a team developing 15-year strategy for WVA in partnership with WV New Zealand.

Appointed to develop overarching advocacy strategy and manage the campaign, global education, government relations, and policy function and teams. Reviewed the process of policy development within WVA to create greater clarity of accountability and increased decision making of technical policy advocates.◆ Launched the WVA Partnership first global advocacy campaign, Child Health Now, across six countries.◆ Oversaw the development of Election year strategy with successful policy influence across a range of aid expenditure focus areas within the Overseas Development Aid budget.

Developed three-year advocacy campaign strategy; led and implemented campaigns in coalition, in partnership and within the WVA partnership◆ Developed and launched WVA’s first branded advocacy campaign, Don’t Trade Lives, an anti human trafficking campaign focusing initially on the chocolate industry in Australia. ◆ Championed a coalition of 25 agencies to leverage the Make Poverty History brand to achieve a commitment from the Government to achieve .7% of GDP in aid by 2015.

Leadership of the marketing and state office teams, including development of team culture, implementation of the strategies and activities within segment marketing plans, management of resources to achieve income targets.◆ Completed and implemented the first stage of a strategic review of Vision Generation (V Gen program), World Vision’s youth volunteer membership base and program.◆ Conducted a review of the marketing department and established a project team to implement key recommendations.

Appointed to develop and implement youth audience segment plan, spanning upper primary school, secondary school and teenagers directly, to support the strategic plan to empower and engage youth; deliver youth programs including the 40 Hour Famine, grow the support base of Vision Generation (V Gen), World Vision’s youth volunteer membership base; and mentor and support the youth-led Vision Generation national and state volunteer management committees.

Drove significant improvements in key customer impacting areas; and led project teams delivering improved communications planning, quality and standards of customer data, streaming of customer service in the call centre, and testing of arrears and product closure, which resulted in significant decrease in cancellation rates.

Led a team of 35 communication and marketing staff, and managed a customer base of 200,000 child sponsors and over 100,000 regular donors; and oversaw the creative services department with a team of 15 copywriters, designers, production, resource, research personnel and external creative suppliers.

Developed and implemented multiple marketing programs via direct mail, direct response print, telemarketing, retail merchandising, and dealer and sales support materials. Provided team leadership and training, and strategic consultancy to segment marketing teams; and managed quality of creative adherence to brand personality.

Rationalised programs and P&A spend while increasing store traffic in a record quarter for Mobile Net; and integrated objectives from three lines of business and secured stakeholder support for a program that minimised share loss to less than target.

As a member of the executive team focused on business performance, developed and implemented business plans and strategies for circulation marketing and fulfillment departments, list sales division and corporate telemarketing department.