Operated across the business to scope, plan and deliver major initiatives1. Digital Transformation program – Utilising a mix of agile and waterfall project methodologies our goals were achieved by base infrastructure upgrade and hardening, standardise user I.T operating environment, Microsoft 365 implementation, SharePoint filesharing and intranet implementation, Microsoft Teams implementation. This initiative decreased time to decision whilst simultaneously improving decision quality, it improved efficiency by enabling effective collaboration within and across Departments and, by building in appropriate governance controls significantly reduced organisational risks related to handling of sensitive personal and financial information. I was able to source new sponsorships to fully fund this initiative.2. Business case development for the delivery of a reframed state wide model of Veteran Advocacy and Wellbeing support services which ultimately secured $5m in federal grant funding to implement and scale the initiative. Central to my success in this initiative was having skills to model long term financial sustainability and operational impact, strong stakeholder engagement skills to establish new service partnerships and funding arrangements, and project management skills to ensure milestones were achieved.3. I led a commercially sensitive, market tender process, including Request for Information and Request for Proposal stages, for a packaged suite of contracted services in support of business operations generating revenues of $700m per annum. Final offers negotiated via this process represented significant savings per annum over existing arrangements.

Strategic General Management Corporate Services role with oversight of Financial Planning and Analysis, Financial Reporting, Risk and Governance, Organisational Compliance, Legal, Property and Facilities, Network Strategy and Development.I led a complex, multi-year governance reformation project which required me to; - design and introduce a comprehensive program of risk and governance policies, practices and standards that materially reformed the organisations conduct at a Board, Sub-Committee and Management level. - lead a whole-of-group capital restructure impacting five reporting entities. - complete a full modernisation of the Finance function including financial policy and associated decision-making frameworks, - introduce General Purpose format annual financials, - redesign and transition Finance staffing structures, roles and responsibilities - enhance systems and processes via new controls and automation. - support the introduction of sophisticated digital fundraising techniques that contributed to the combined receipts to the ANZAC and Poppy Appeals for the years 2015 - 2018 being the four highest grossing on record.

Senior Manager role with day-to-day responsibility for all reporting outputs, staffing and human resourcing issues within the Finance Department.Conducted an internal review and identified deficiency with certain reporting obligations and invoicing practices. I successfully negotiated a no-penalty settlement in relation to the deficient reporting obligations and recouped significant unpaid revenue by amending invoicing practices.Secured major sponsorship for RSL Centenary celebration dinner, a significant anniversary for the organisation.

Senior Manager Role with responsibility to liaise with major stakeholders, Corporate and Government, communicating the needs, corporate strategy objectives and implementation plans of the RSL. Responsible for vendor accountability and ongoing contract administration.Leveraging insights from a now matured business intelligence function I was central in the design of RSL Victoria's highly successful customer engagement strategy that focused on acquisition, development and retention. Resulting in member growth of 66% or some 80k members over the course of 7 years. Commercially this translated to addition sales of $90M per annum. In August 2012, I operationalised the transition of the RSL Network to a new commercial operating model as a result of major changes in the State regulatory framework for gaming operators.Additionally, I penned RSL Victoria’s formal response to the government's request for information into the allocation of 2020 - 2040 gaming licenses, saving high consultancy fees, and further successfully lobbied for the accelerated timing of gaming machine license allocation, enabling our Sub Branches to secure finance to expand due to having increased operating certainty.

Leveraging my commercial skillset, I stepped into a Business Analyst role with RSL Victoria. I drove the development and implementation of a sophisticated business intelligence capability model, which enabled the organisation to make informed, data-rich decisions. By establishing network-wide benchmark reports, utilising operating data, I was able to better facilitate network optimisation thereby driving sales growth.Our Business Intelligence capability supported the design and measurement of effective marketing initiatives and strategies to grow and develop the customer base.Other duties included performing technical modelling to support venue refurbishments with focus on functionality, return on investment and debt serviceability and, conducting due diligence in support of mergers or acquisitions.

I was working internationally as an Operations Manager for the iconic Wynn Casino Group in Macau. Wynn Casino Macau is one of only five hotels in Asia to receive the Forbes Five-Star award and expects an extremely high level of performance from their management staff. During my time there, I oversaw a high performing team of 20 direct reports and was responsible for 110 indirect reports within the gambling division.