Strategic and operational leadership of the University's 300 person professional and commercial shared services supporting its $1.5bn research and innovation enterprise. MD of the University's commercialisation entity, UMC Pty Ltd which includes a 30+company portfolio, investment funds and other commercialisation-enabling entities.Director of the University's International Holdings company.

A role focused on delivering service excellence and transforming the way the University of Melbourne's delivers its professional research support for academics, funders and industry partners.A specific focus on growing and diversifying research income, developing major global-scale opportunities and research commercialisation.

Tin Alley Ventures is a $120m venture capital fund, focused on the University of Melbourne's innovation ecosystem. It is a JV between the University and Tanarra Capital.

hrl: is an engineering and analytical laboratory specialist delivering quality assurance, compliance, plant efficiency and productivity gains for our global clients. Focused on the Energy, Environmental, Natural Resources, Manufacturing and New Materials sectors, our mechanical, process and material engineers identify and resolve issues impairing plant performance and reliability. Our state-of-the-art, accredited laboratory facilities provide data generation and interpretation expertise to enable more efficient processes and more productive operations

Lead the company to profitability following acquisition of hrl: out of voluntary administration by new private equity owners. Key customer relationships and employees were re-energised around a re-positioned brand, value proposition and strategy, the cost-base reduced and a non-core business unit successfully divested to improve cash-flow and the balance sheet. Recommended high calibre CEO/MD successors to the Board, completed an handover and moved into a non-exec Director role.

Chair, Nom and Rems Committeehttps://www.biocurate.com

http://www.bionicsinstitute.org

Successfully developed and implemented a clear vision and transformational strategy for a 600+ person sales ($1.5bn) and professional business services company with operations in Australia and now off-shore in Manila, Bangalore and KL. Aligned a complex set of local and global stakeholder relationships, and developed an engaging performance culture centred on the Customer, innovation and clear values.The organisation provided a wide range of professional business services including sales, customer management, finance, procurement, HR, stock management and logistics as part of BP's Global Business Services organisation.KEY ACHIEVEMENTS: innovations delivered commercial success (grew revenues 5%/yr, reduced costs 9%/yr, reduced working capital $80m), lowered customer effort (eg Fuel Card customer application times reduced from average 35 days to less than 5 days), built depth in leadership talent, built staff engagement despite full re-organisation and off-shoring, won 2015 industry award 'Excellence in Culture Creation' (SSON)

Planned and led integration of $100m US biotech company acquisition into BP Biofuels, defining and implementing a target operating model and culture in California. Developed leadership capability to drive commercial success, retention of talent and enable the new team to succeed. Then planned the integration of $750m Brazil sugar cane ethanol deal in Sao Paulo. KEY ACHIEVEMENTS: energized new organisation in US to leverage technology into $500m program and retained key talent, established a successful integration program in Brazil

Group Executive development role as part of global high-potential program. Exposure to long-term strategy, policy and frameworks and global Executives, Board and Cabinet members and global Thought-Leaders. Led internal global change management programs.

Led and developed a team of c35 technical experts based in the US and South America. Leveraged technology to create customer and consumer value, and hence profitable growth.KEY ACHIEVEMENTS: $60m revenue growth through differentiated, comparative competitive product claims. $40m cost reduction through raw material innovation. Product superiority promoted with 2009 Superbowl ad.

Led two global programs. A confidential six-month strategic review of the global marketing organisation and processes, a program to improve the Castrol brand on-line consolidating 130+ websites onto a single platform with a project team of 200+.KEY ACHIEVEMENTS: improved global marketing effectiveness and efficiency ($18m/yr savings), improved Castrol brand on-line and saved $3m/yr.

Strategically procured lubricant additive (Marine and Heavy Duty Diesel Truck sectors) and advanced baseoil requirements on a global basis ($220m/yr spend). Developed key Supplier relationships in Europe, Middle East and Africa.KEY ACHIEVEMENTS: savings of $26m/yr, secured preferential access to advantaged additive technology

Optimisation of BP's supply chain post the devolution of the BP-Mobil JV in Europe

Product development of lubricants, technical customer relationship management with key accounts in the US, South East Asia and Australia (including OEMs).Commercial optimisation of refineries through process development and catalyst selection in the areas of isomerisation and catalytic reforming.