Group Head providing leadership to the Global consortium of specialist practitioners in industry sectors in which the business operates, involving detailed analysis developing skill sets for best practice outcomes delivering profitable revenue streams. With Corporate Clients & Strategic Partners supporting Boards & Senior Executives reviewing, re-design & developing Strategic business/Operating models to re-align business objectives to provide business strategies in support of client driven… Show more Group Head providing leadership to the Global consortium of specialist practitioners in industry sectors in which the business operates, involving detailed analysis developing skill sets for best practice outcomes delivering profitable revenue streams. With Corporate Clients & Strategic Partners supporting Boards & Senior Executives reviewing, re-design & developing Strategic business/Operating models to re-align business objectives to provide business strategies in support of client driven programs in Australasian & International Markets. Reporting to the Managing Director to lead & support practitioners of various specializations operating a global consortium working in the following organisations-Interim Consulting Roles-2016/2021*PHM Health Asutralia - Chief Operations Officer - Australasia 2022 •Myhomecare Group-Interim Executive Operations Manager-NSW/VIC/ACT 2021 •Thirrili Ltd-Executive Manager, Business Development & Stakeholder Engagement 2021 •AKA Music Group Australasia-Strategic Marketing Advisor & Non-Executive Board Director 2019-21 * Australian Carbon Institute-Head of Market Development & Industry Sector Lead 2018-19 •BFS Early Education Group-General Manager, Development & Finance 2016-2017 Show less

As the Executive State Operations Manager, the function of the role was to lead the operations team for Myhomecarefor the states of New South Wales, Victoria and the ACT, incorporating the existing brands of Myhomecare, and other future acquisitions. The key functions of responsibilities managed the following areas in developing the Myhomecarestrategic plan and organisational business plan with overall accountability for the management and leadership of client facing services as well as… Show more As the Executive State Operations Manager, the function of the role was to lead the operations team for Myhomecarefor the states of New South Wales, Victoria and the ACT, incorporating the existing brands of Myhomecare, and other future acquisitions. The key functions of responsibilities managed the following areas in developing the Myhomecarestrategic plan and organisational business plan with overall accountability for the management and leadership of client facing services as well as internal and external stakeholder relationships for NSW/ACT and Victoria with key responsibilities for direct costs and margin growth. • The key objectives delivered were:-1. Implementation of a sustainable operating model for each State Mgmt. Group2. Embedded and sponsored a customer and employee centric culture 3. Designed and delivered operational plans and KPI objectives for the NSW, VIC and ACT operations teams, ensuring compliance to quality, legal and ethical obligations and frameworks4. Supported the operations team in the provision of quality care services that met the individual needs of clients, meeting sector regulatory requirements and providing leadership to MyHomecare team members5. Led and contributed to a positive and effective team culture that is responsive to cultural diversity and equity Show less

As the Executive Manager, the role function was to lead the development and execution of stakeholder relationships and engagement, communications and public relations, service and business opportunities to deliver new funding and revenue streams to support the organisation’s mission and sustainability. The key functions of responsibilities managed the following areas and delivered across: -• Business Development, Fundraising and Partnershipso developed and executed the Business… Show more As the Executive Manager, the role function was to lead the development and execution of stakeholder relationships and engagement, communications and public relations, service and business opportunities to deliver new funding and revenue streams to support the organisation’s mission and sustainability. The key functions of responsibilities managed the following areas and delivered across: -• Business Development, Fundraising and Partnershipso developed and executed the Business Development Plan across the organisation delivering growth and revenue diversification to support sustainability. Also, managing and delivering other potential sources of revenue including sponsorship, industry/business, Trusts and Foundations.• Stakeholder Engagement and Public Relationships• led the development and execution of Thirrili’s Communication strategy and strategic Marketing plan delivering funding KPI’s and implementing policy and protocols for dealing with the media and other public relations engagements.• Marketing and Communications• led the development of appropriate information, public relations and communication methodologies to deliver internal and external communications to all market sectors (Federal, State, Local Government, Commercial entities, individual funding bodies) and implementing policy and protocols for dealing with the media and other public relations engagements.• Health, Safety and Wellbeing Requirementso manage the compliance, policies and procedures to ensure the achievement of a safe working environment and culture to ensure a safe work environment across all areas of the 0organisation and apply appropriate mitigation measures where identified. Show less

Directly reporting to the Managing Director and to advance the Boards broad agenda for business growth, service quality, effective risk management and performance improvement as the key mandates, I was accountable to provide strategic leadership and management of the development and finance portfolio for the organization. This included strategic planning, finance management, business development, marketing and partnerships to deliver performance improvement. The functional responsibilities were… Show more Directly reporting to the Managing Director and to advance the Boards broad agenda for business growth, service quality, effective risk management and performance improvement as the key mandates, I was accountable to provide strategic leadership and management of the development and finance portfolio for the organization. This included strategic planning, finance management, business development, marketing and partnerships to deliver performance improvement. The functional responsibilities were to manage and lead the development of the Corporate Strategy; Strategic Planning and Development, Strategic Partnerships and to inculcate a culture of innovation, service excellence and accountability and to be a proactive advocate for child safety Key Accomplishments:  Initiated and delivered a full Strategic review of the existing company strategy and delivered a new 3-year corporate strategic plan detailing profit projections, operational plans and brand development positioning with measurable KPI’s across the organization detailing revenue projections, bulk funding and investment revenue opportunities.  Designed, developed and led the digital transformation strategy based on customer database analytics and delivering fully implemented customer journey engagement uptakes to improve acquisition, retention and SOW increases Developed a fully operational customer centric market research capability to drive both budget and profit performance to improve profitability at the operational level across all key segments of the organization Delivered a full financial analysis model and insights into improving business sustainability and financial training programs at individual network level to deliver improved financial planning at each level within the organization Developed a fully integrated Business Development portfolio which re-aligned the organizations structural capabilities for growth Show less

Reporting to the General Manager, Business Improvement my mandate within this interim function was to establish a new operating model to re-align business objectives, research and identify key industry sectors to access potential growth strategies and identify key targets within the Australian Market and design programs for organizations. Achievements by Client Engagement:• Thurnham Teece Group – Review of existing Business Development & Sales Management practices to improve revenue… Show more Reporting to the General Manager, Business Improvement my mandate within this interim function was to establish a new operating model to re-align business objectives, research and identify key industry sectors to access potential growth strategies and identify key targets within the Australian Market and design programs for organizations. Achievements by Client Engagement:• Thurnham Teece Group – Review of existing Business Development & Sales Management practices to improve revenue streams and profitability at client interface• Pathfinder Solutions – Review & re-design Business Market Models,re-align product & service offerings to deliver best of breed solutions to improve retention & acquisition activities across client facing units• TSI International – Strategic review of Australasian Market to I/D Strategic Partners to re-build value chain for Corporate launch across Pacific Rim • St George Bank– Project Mgmt of on-line IT security authentication system • Spring Valley Juices – Re-structure of Sales & Distribution teams across NSW/ACT for re-design & re-route of all sales territories & re-alignment of Sales management reporting• AKA Music Australasia – Strategic review of business performance & market analysis to engage venture capital raising to expand global footprint • Liverpool Council – Brand re-launch to position Council to present value-added services to ratepayers & communicate key messaging platforms• A Sharp Recording Studios – Full financial analysis & re-build of new branding & target segment PR program across all key sectors of development• Ability Options – NCIS review to re-align delivery of new contractual services ensuring business readiness new marketing functions to support operational changes • Fays Manufacturing–Project of new product structure & design of client financial systems • Australian Carbon Institute – Stakeholder plan re-aligning key management activities to deliver product design functions to Global client/s Show less

As part of the Executive Management Group and reporting to the CEO, my function was to lead and set the strategic direction, planning and management of all marketing and business development functions for the Group by leading and supporting growth through the development of new markets and growing existing market activities and to build and position the brand in the designated markets in which the company operates.The key deliverables was a company-wide strategic business model establishing… Show more As part of the Executive Management Group and reporting to the CEO, my function was to lead and set the strategic direction, planning and management of all marketing and business development functions for the Group by leading and supporting growth through the development of new markets and growing existing market activities and to build and position the brand in the designated markets in which the company operates.The key deliverables was a company-wide strategic business model establishing revenue targets and increased cost savings of > $200m p.a. to the Australian National Health system. As well as implementing a new operating model to support both acquisition and retention of client activities which delivered increased cost savings to the value of $8.5m in year one with on-going cost savings of 6.5m p.a. Show less

As the Senior Manager, Strategic Projects for the group, my function was to provide leadership and direction across all business divisions ensuring consistent high performance in marketing, sponsorships, advertising and direct sales performance through branch & call center business activities to ensure that all ROI and ROE hurdle rates were achieved. These activities instituted transformational change programs to grow IMB’s sales revenue growth, improve profitability, increase product density… Show more As the Senior Manager, Strategic Projects for the group, my function was to provide leadership and direction across all business divisions ensuring consistent high performance in marketing, sponsorships, advertising and direct sales performance through branch & call center business activities to ensure that all ROI and ROE hurdle rates were achieved. These activities instituted transformational change programs to grow IMB’s sales revenue growth, improve profitability, increase product density through targeted retention activities and drive new acquisition growth across all channels to achieve stated business objectives. These delivered increased profit per member from $101 to $120 and member growth of 4% (8,000 new members), reduction in member attrition by 600 members p.a. and improved acquisition rates of 10% and retention rates of 16% Show less

Reporting into the International Director for Corporate Engagement, my function was multifaceted to set the direction, define and develop a 3 year strategic plan to engage Corporate Australia and to implement annual operational fundraising sales plans to ensure sustainable profitable revenue streams were achieved. This involved research, refining product offerings and delivering new product development programs matched to the capability of front-line sales staff engaged in key account national… Show more Reporting into the International Director for Corporate Engagement, my function was multifaceted to set the direction, define and develop a 3 year strategic plan to engage Corporate Australia and to implement annual operational fundraising sales plans to ensure sustainable profitable revenue streams were achieved. This involved research, refining product offerings and delivering new product development programs matched to the capability of front-line sales staff engaged in key account national and International corporate client engagement to deliver market growth and profitability. At an operational level, I managed the corporate engagement team consisting of 5 State Managers and 10 Account executives which involved implementing annual operational fundraising plans, supporting the corporate team in sales development activities, leading the team in key account management training and development, reviewing performance outcomes and where appropriate coaching poor performance outcomes of individuals Show less

As Group Executive improved the existing product portfolio launching a new Retail and Corporate product set for the NIB business which achieved 15% net growth in Year One post launch and delivered an 18% increase in Loyalty utilisation. These activities achieved membership growth during this period of 6.8%/ 12,000 new members, double the industry growth and an increase in average customer profitability of 30% and achieved $670m in funding growth for the period.•• Designed and implemented an… Show more As Group Executive improved the existing product portfolio launching a new Retail and Corporate product set for the NIB business which achieved 15% net growth in Year One post launch and delivered an 18% increase in Loyalty utilisation. These activities achieved membership growth during this period of 6.8%/ 12,000 new members, double the industry growth and an increase in average customer profitability of 30% and achieved $670m in funding growth for the period.•• Designed and implemented an integrated product development strategy in terms of delivering a profitable product and services system which delivered an integrated Customer Value Proposition platform to the NIB Group across health insurance, financial services and other related complimentary product offerings This has seen delivered new product enhancements to the existing portfolio offerings with strategic aligned business partners ( Woolworths, All Phones, Trans America/Tower Insurance, Virgin Green) • Developed and delivered an integrated customer, product and distribution sales strategy to enable front end business units the capability to increase density in terms of acquisition and retention programmes which has to date delivered a 2.1% market share net increase • Achieved membership growth during this period of tenure by 6.8%/ 12,000 new members, double the industry growth and achieved $670m in membership growth for the same period Show less

My role existed to provide leadership and direction to the Sales & Marketing Business Division ensuring consistent high performance in marketing, sponsorships, advertising and direct sales through branch, call centre and intermediary channels. As well to manage and control the functional direction of all marketing activities within the TIO Group and to direct and manage all Sales and Business Development functional areas to deliver and achieve the stated objectives and to develop and implement… Show more My role existed to provide leadership and direction to the Sales & Marketing Business Division ensuring consistent high performance in marketing, sponsorships, advertising and direct sales through branch, call centre and intermediary channels. As well to manage and control the functional direction of all marketing activities within the TIO Group and to direct and manage all Sales and Business Development functional areas to deliver and achieve the stated objectives and to develop and implement all sales and marketing strategies in accordance with Board set 3 year parameters.Achievements:• Developed and implemented all sales and marketing activities in terms of achieving the stated corporate objectives in terms of customer metrics, retention and acquisition targets which were delivered within the 2004 plan year• Directed and managed all activities of the Business Division for the achievement of short and long-term business/policy objectives which saw an increase in profit and market share which delivered a profit for the 2003/04 plan year of $25m with a projected 2004/05 profit of $40m which was achieved.• Ensured that the Company’s overall business development and profit objectives were met through implementation of appropriate brand, marketing and business development strategies.• Maintained necessary contact with major suppliers, customers, industry associations and government representatives.• Directed the preparation of all Sales and Marketing plans, key customer segment strategies and developed sales forecasts based on recommendations from other General Managers and integrated the agreed operational plans into the overall Company Business plans • Directed all market research into TIO products and services and redeveloped and repositioned the Brand.• • Managed the strategic direction of distribution channels and all products to ensure that profitability was maximised. • Develop and implement the corporate brand strategy for the organisation Show less

As part of the Mission critical work that was required to be undertaken prior to any budget allocations or operational planning and implementation being undertaken, a team under my management was instituted to critically evaluate, research and develop customer preference analysis, share of wallet and behavioral models, customer profitability measurement models, to allow for the measurement of key financials to deliver forecasted ROE/ROI targets. The outputs of this analysis saw the… Show more As part of the Mission critical work that was required to be undertaken prior to any budget allocations or operational planning and implementation being undertaken, a team under my management was instituted to critically evaluate, research and develop customer preference analysis, share of wallet and behavioral models, customer profitability measurement models, to allow for the measurement of key financials to deliver forecasted ROE/ROI targets. The outputs of this analysis saw the implementation of a new Charter for a Customer Relationship Management unit engaged to commence implementing client acquisition, retention and to measure lifetime customer value and profitability across the Zurich GroupRole 1: This role existed to manage the functional direction of all sales and marketing activities within the Australian market place for all Retail Business activities to achieve the ROI as specified in both the Domestic and International business plans encompassing Insurance, Banking and Investment solutions for both Retail and Business operations in the Australasian GroupRole 2:Following a global review to re-invent the customer value proposition across the global business my role function was to design, plan and deliver the Global Customer Segmentation project with the key objectives to operationalize a new Customer Relationship Management strategy and methodology to enhance client acquisition, retention and to measure lifetime customer value and profitability for the total Global Group to its existing and potential clients. Also to manage the effective productivity of four teams of IT and business professionals comprising four of nine major work streams of a major $92m Change Program. Show less

The role existed to manage the functional direction of all marketing activities within the Australian market place for the Insurance arm of the Group and strategically position all Segments, Product and Marketing Services business units to achieve the ROE/ROI as specified in the Australian Operations business plans.

The role existed to plan, design and implement key strategic Sales and Marketing initiatives to assist in the growth of the Retail Banking Group and to assist in increasing both market share and profitability across all business units in the Australian Operations. As the Senior Manager for Strategy & Research for the RBG group, I was responsible for re-building the Victorian Retail and Business Banking group to deliver improved performance of Retail deposit and lending products through… Show more The role existed to plan, design and implement key strategic Sales and Marketing initiatives to assist in the growth of the Retail Banking Group and to assist in increasing both market share and profitability across all business units in the Australian Operations. As the Senior Manager for Strategy & Research for the RBG group, I was responsible for re-building the Victorian Retail and Business Banking group to deliver improved performance of Retail deposit and lending products through improvement of sales effectiveness and operational customer delivery resulting in more effective and targeted sales activities which delivered 30% growth in Housing assets, 260% growth in other lending assets and 10% growth in Liability products which equated to a market share growth of 2%. Show less

The role existed to plan, manage, develop and implement in line with the strategic direction agreed to with the Corporate Centre and the NSW State Chief General Manager, the State’s Retail banking activities to the Consumer Markets through a team of District, Regional and Branch Managers as well as ensuring that profitability was maximised and market share in strategic segments was protected and enhanced.• As the State Sales and Service Manager responsible for all operational business… Show more The role existed to plan, manage, develop and implement in line with the strategic direction agreed to with the Corporate Centre and the NSW State Chief General Manager, the State’s Retail banking activities to the Consumer Markets through a team of District, Regional and Branch Managers as well as ensuring that profitability was maximised and market share in strategic segments was protected and enhanced.• As the State Sales and Service Manager responsible for all operational business activities across the NSW/ACT branch retail network, I had the management responsibilities for 460 branches and 3800 staff with 12 Regional Sales Managers as direct reports implementing and managing all aspects of staff performance, coaching, training and alignment of staff to business goals to deliver State Operational plans • With the need to re-position the NAB Brand in terms of understanding the current brand value position within the Financial Services sector I headed up a Brand review which was conducted in terms of value positioning of the brand and the current relevance of the “Together” theme positioning. Following that review and the operational effectiveness of what the business was undertaking in terms of interactions across the customer base, research (both Qualitative and Quantitative) led to the development of the concept of “tailoring banking to your needs” at the NAB with the Brand Agency to re-position the company. This re-positioning of the Brand was implemented Show less