Member of the Executive Board of Siemens Ltd and part of the Senior Management Team. Responsible for brand and reputation and the functional areas of media & social media, employee communication, marketing communication, digital communication, thought leadership and Government Affairs. Also a trustee at CEDA (Committee for Economic Development of Australia), member of the AiGroup Government Affairs group and on the executive of the AiGroup Industry 4.0 Forum (formerly the Prime Ministers Industry 4.0 taskforce).

Through the work I was doing in customer-centric integrated marketing and storytelling at a sector level, Siemens recognised that these skills should be applied across the entire company. I now manage public relations for Siemens in Australia and New Zealand as well as continuing my role as sector communications manager for Industry (focus on integrated marketing communication in key verticals markets including mining, and internal change communication). There is a strong focus on 'storytelling' to help deliver the Siemens messages in an interesting and compelling way. Our brand ambition is to be known for what we do ...create 'technology for a sustainable future'!

In April 2013 I was asked to take on the role of public relations manager in addition to my role as marketing communication manager for the Industry sector. This draws on my experience in media and government relations as well as my strategic business approach to aligning messages and activities to support the company's overall brand ambition. The work I have been doing has positively highlighted Siemens in mainstream media as a thought leader in a number of areas including the future of energy, healthcare and manufacturing. I have also been able to bring together key state government on major announcements as well as providing expert advice on issues management in the areas of media and government.

In 2011, Siemens restructured globally and introduced a new fourth sector to manage and prepare for continued growth and the megatrend of 'urbanisation' which is putting pressures on and creating opportunities for cities. My role has been expanded to cover external and internal communication for this new sector in Australia and New Zealand in addition to continuing managing communication for the Industry Sector which has a major focus on industrial technology solutions for key verticals including mining, oil & gas, defence, manufacturing, water and food & beverage. Why Cities & Infrastructure?In Australia, about 80% of our population lives in our cities already and this is increasing. The role of cities as a customer is becoming more important as basic needs of a city drive the market for various intelligent infrastructure solutions. Therefore, our customer's needs to provide those solutions in areas such as energy and smart grids, water treatment, building technologies, security and mobility and e-mobility are also increasing. This provides a terrific opportunity for Siemens technology to support this critical growth in cities.

Managing external and internal communication for the region for Siemens 'Industry', which covers a diverse range of industrial, technology and infrastructure sectors including water, mobility, industrial automation, energy efficiency and green building technologies to name a few.

The Holmes Report has named PPR Asia-Pacific PR Agency of the Year for 2008. Based entirely on merit, The Holmes Report is the most influential monitor of PR Agencies in the World.During my time at PPR I managed one of their largest and most complex clients - Forest & Wood Products Australia - building a strong relationship with the client and achieving considerable results in terms of media coverage. This early work has now led to the introduction of new timber products into the Australian building and construction industry.

This role was created for me as a green-fields project to support the establishment and growth of GE’s infrastructure businesses in the region. It followed the success of my previous role as corporate affairs manager for GE Money and the corporation’s intensified focus on growing the non-finance businesses in Australia. Approximately 75% of the role is external relations (public, media and government) and 25% is employee communication. Much of the focus and effort has been in GE’s energy, water and lighting businesses with particular emphasis on environmental technologies.

As Corporate Affairs Manager for GE Money I headed up media relations, government affairs, community relations, employee communication and marketing communication. This was a major time of change also with the launch of the GE Money brand, large business acquisitions such as Wizard Home Loans and more than a dozen innovative financial product launches. At the time, GE Money represented the vast majority of staff and revenue for the GE business in Australia and NZ.

I joined GE Money to take communication to the next level as the company was experiencing exponential growth. The main focus was to be employee communication with about 10% media and 10% marketing communication. This was a baptism of fire when a month into the job we became the first of 55 countries to launch the GE Money brand, shortly followed by the acquisition of the Wizard group. Within four weeks of joining it became very apparent that this role needed to be 80% external focus as I managed the major press conference, which thrust GE Money into the home loan business. With one blow we had doubled the company assets with a $15 billion home loan book. The roller-coaster continued with the launch of a dozen new innovative finance products and the plethora of media and customer issues that followed. I rewrote the job to represent what I was doing, which was media relations, employee communication, community relations and part government relations.

Boeing's largest manufacturing facilities outside of the US are in Australia. At the time I was national communications manager, the company was divided into two main companies in Australia. One was Boeing Australia Ltd and they looked after sales of commercial and military aircraft. The other was Boeing Hawker de Havilland (a wholly owned subsidiary of Boeing) and the manufacturing arm of the company. My role was head of communications for the Boeing Hawker de Havilland which covered Bankstown Sydney and Fisherman's Bend Melbourne. the role was a greenfields role. A series of acquisitions had left a dysfunctional culture. I was brought in to fix this and develop effective communication systems and channels.

I was consulting for Mercer on major change programs in the spaces of HR, superannuation, employee share plans, manager incentive programs and financial planning. Customers included Woodside, Alcoa, NAB, Mercedes Daimler, Telstra, ETU and Scotch College to name a few. This was during a time of massive change in super schemes including investment choice, fund choice and the shift from defined benefit to accumulation as well as the shift to master trusts. I led many award winning change communication programs.