I currently hold a leadership and governance role, at a platform level, supporting the delivery of JLL’s Engineering Operations, Critical Environment Management (CEM), and Best Practice platform across JLL’s Work Dynamics division and accounts in Australasia. My responsibilities include developing and implementing programs, policies, procedures, and systems within Engineering Operations, with a strong emphasis on risk management and governance.In this role, I lead the implementation, monitoring, and governance of the Australasian Critical Environment Management Platform. As the Australasian CEM Board chairperson, I represent Australasia on the Asia Pacific CEM Board.I support the entire business cycle, including Sales, Transitions, Stabilisation, and Operations, and collaborate with counterparts in other regional hubs to promote best practices in engineering and critical environments across Australasia. Leading the Engineering workstream for transitioning new accounts into JLL, involves reviewing key risk and operational data, such as planned maintenance schedules, asset registers, essential services, and statutory compliance information, converting the data into a usable JLL format, conducting a risk and compliance gap analysis, and developing a strategy to address any gaps and/or risks.Relevant Skills and Experience:Risk Management, Statutory and Operational Compliance, Facility Management, Trusted Advisor/Subject Matter Expert, Stakeholder Engagement, Critical Environments, Engineering Operation Frameworks, Training and education, Transitions

The primary goal of this role was to refocus efforts, build relationships with residents, and enhance the management of the Retirement Village sector, which had been overshadowed by the demands of the Care Centre sector and needed dedicated attention. Initially, my role was to oversee the Retirement Villages only, however, it became a portfolio wide role, including the Care Centres. Key Achievements:-Established a trustworthy and respected relationship with RV resident committees.-Enhanced the relationship and respect levels of our residents through effective communication and delivering on promises.-Delivered key projects that had been pending, including new entry gates, completion of the water retention basin, preparation of an Emergency Management Plan and Resident packs, and resolving a disputed fee with a $50k refund to residents.-Contributed to the realignment of the maintenance, projects, and landscaping teams.-Identified a gap in the asset/lifecycle reporting and management procedure.-Conducted a comprehensive review of the maintenance service delivery in the villages to clarify what resident contributions were funding.-Negotiated and implemented an alliance with a major hardware chain for goods provision, resulting in significant savings.-Identified key essential services non-compliances across the business and introduced a specialist service provider to address these issues.-Implemented a Property Risk audit process.-Successfully introduced new competition to the reinstatement and refurbishment projects.-Received recognition from resident committee presidents, committee members, and residents for valuable contributions.Relevant Skills and Experience:Facility Management, Staff Management and Leadership, Trusted Advisor/Subject Matter Expert, Asset Management, Projects and Landscaping, Financial Management, Service Provider Network, Stakeholder Engagement, Strategy, Statutory and Operational Compliance

My primary objective in this role was to develop and manage an operational Asset Management framework that aligned with Aveo’s asset management strategy. This involved ensuring the development, implementation, and maintenance of appropriate structures, resources, policies, systems, procedures, and roles and responsibilities on a day-to-day basis. Additionally, I provided strategic direction and guidance for the asset management team within Aveo communities and aged care facilities.Key Achievements:-Regained the trust and support of a team that had experienced neglect and a lack of leadership.-Enhanced and solidified the team’s respect with other internal teams such as Sales, Operations, and the Leadership team.-Successfully negotiated and implemented an alliance with a major hardware chain for goods provision, resulting in significant savings.-Implemented new standards for varying levels of finish in the refurbishment space.-Identified a cost-to-sales ratio problem in the refurbishment space.-Earned respect across the business, evidenced by positive feedback during my tenure and upon announcing my resignation.-Implemented a village asset condition and lifecycle reporting process.-Successfully introduced a fleet management procedure.Relevant Skills and Experience:Facility Management, Staff Management and Leadership, Trusted Advisor/Subject Matter Expert, Asset Management, Refurbishment Projects, Financial Management, Service Provider Network, Stakeholder Engagement, Strategy

The objective of this role was to build and lead a cohesive, collaborative team that would be respected and trusted as advisors to the business and its customers. This role involved revitalising a disengaged team by providing direction and personal investment, leading, and mentoring them to enhance their confidence and skill set, and ultimately delivering first-class service. To achieve this, I deconstructed the existing service delivery model and re-engineered it to become best in class. Key Achievements:-I developed one the most engaged teams, proven by engagement survey results, who were one of the most respected operational teams in the organisation.-Delivery of a new helpdesk.-Team leadership and development, mentoring help desk operators to become Facilities Managers.-I was the Property teams lead procurement person and Property Business Partner with the Strategic Sourcing team.-Developed Strategic Sourcing plans.-Implemented a new Essential Services audit service provider. -Implemented new service provider contracts for cleaning, fire, mechanical and electrical, coffee and energy management.-I was the Property Business Partner with the Finance Team.-Consistently improved the way the department delivered a service and year on year whilst continuing to meet or improve on budget requirements.-Introduced solar power systems and LED Lighting to the first of the retail business’s branches, resulting in a 47% saving on electricity costs.-Implemented a new make good process.Relevant Skills and Experience:Facility Management, Staff Management and Leadership, Trusted Advisor/Subject Matter Expert, Asset Management, Statutory and Operational Compliance, Financial Management, Service Provider Network, Stakeholder Engagement, Strategic Sourcing, Strategy

Management of Facility Services for Charter Hall in Queensland•Managed and led the QLD CHH portfolio Facilities Management team, which included 4 Senior Facilities Managers, 3 Facility Managers, and 1 Facilities Coordinator.•Ensured all properties were proactively, efficiently, and effectively maintained and managed in line with the Charter Hall FM agreement.•Oversaw the QLD CHASL Facility Management team in managing property, plant, equipment, and services according to the requirements of the Knight Frank Workplace Health & Safety Systems, the Knight Frank Integrated Management System, the client’s WH&S management systems, and all applicable acts, regulations, codes, and standards.•Ensured service provider contracts were in place and effectively managed.•Provided support and input to the National team, comprising Knight Frank State representatives engaged on the Charter Hall portfolio.•Specified and procured goods and services in accordance with agreed procedures.•Managed service provider contracts.•Conducted technical investigations and due diligence reporting.•Oversaw maintenance management.•Prepared and managed operating budgets.•Monitored and managed energy, water, and waste minimization.•Managed environmental responsibilities.•Ensured WH&S management and statutory compliance.

•Management of a portfolio consisting of 179 ANZ retail ANZ branches and residences across Queensland and the Northern Territory;•Leading, managing and supporting the Facilities Managers, Property Manager, Portfolio Administrator and Leasing Executive to achieve agreed business outcomes; including the completion of the employee engagement process and growth and development plans;•Risk Management and Mitigation;•Vendor Management;•Developing and implementing strategies to deliver operational efficiency and meeting internal and external compliance/legislative requirements;•Preparation, management and monitoring of a $42 million annual budget, including base rent, FM costs and PM costs;•Preparation of the clients specific Planned and Unplanned Capital Expenditure budget;•Preparation of monthly Financial/Risk/PM and FM reports;•Preparation and monitoring of the monthly and quarterly forecasting and accrual process;•Continued to maintain a strong upkeep of client/stakeholder relationships, particularly the ANZ State Asset Manager and Health and Safety Manager, ensuring our service delivery and decisions align with their strategic plans;•Assist with and develop sustainability initiatives and strategies and present them to senior executives for consideration of implementation across all IFM accounts within Jones Lang LaSalle.

In addition to those key responsibilities set out in my Facility Manager role below, I undertook the following:-•Acted as the QLD Team Leader and 2IC to the Regional Manager who was based in NSW;•Preparation, management and monitoring of the FM annual budget;

•Management of service providers and associated contracts; (e.g. Fire Alarms, Mechanical, Electrical, Security, Portable Appliance Testing, Cleaning etc);•Management of Planned Preventative Maintenance Schedules;•Management of ad-hoc reactive requests for repairs and maintenance;•Carrying out annual property risk and compliance inspections and completing associated reports;•Ensuring legislative compliance across the portfolio;•Liaison with the client’s project team, ensuring the communication with the landlord is kept open whilst refurbishment works take place along with conducting a thorough handover from the project team to the FM team;•Liaison with a vast amount of client representatives throughout the branch network along with many landlords and building owners;•Ensuring FM projects are delivered on time, within budget and safely whilst maintaining good client relationships;