Provide strategic advice and deliver large-scale strategic transformations for executive level public sector clients. Currently working with leading Australian Local Governments to solve challenges such as financial sustainability in the face of revenue constraints and increaisng community expectations; managing and responding to strategic risks such as cybersecurity and climate change; organisational restructures that are international best practice while also responsive to local contexts; and redesigning service offerings to improve community outcomes and reduce waste and inneficiencies. Currently working with State Government clients to ensure the successful delivery of new service offerings and reduce operating costs.

Weavin leadership consulting. It’s management consulting for the 21st centuryWeavin is at the frontier of creativity and innovation in Australia. It is the management consultancy for today’s economic, social and geopolitical climate. It’s creative. It’s ethical. It’s evidence based. It’s collaborative. It’s Weavin. Whether it be:- co-designing and delivering the business innovation unit for Australia’s number 1 ranked MBA program, with one of the world’s leading universities- designing and delivering the long-term economic strategy for the largest central government agency in Australia- creating strategic collaborations between Aboriginal Australian businesses, NGO’s and government agencies.We are Weavin better futures.

Director of the 2021 NSW Intergenerational Report Team. Delivered: the 2021 NSW Intergenerational Report, eight technical (peer reviewed) research papers on the long-run economic and fiscal impact of - climate change, the energy transition, healthy ageing, population, productivity, participation, economic geography, and interest rates.This research contributed to the public discourse in NSW on the appropriate energy transition pathway over the next 40 years and the long-run impacts of COVID-19 on where people will choose to live and work.

My role with the New South Wales Treasury included: designing the economics research program and delivery pathway towards the 2021 Intergenerational Report; leading the strategic policy advice in the incoming government brief; and drafting the strategic, forward looking government vision in the 2019-20 NSW Budget Papers; and establishing the office of the chief economist, with a focus on delivering the Economic Blueprint of New South Wales, and lifting economic capability within the NSW Treasury.

Ondru, meaning “one” in the Tamil language, uses art to explore topics such as identity, displacement, mental health, homelessness, autism, women’s rights and indigenous consciousness. My role has included steering the strategic direction of Ondru to create a financially sustainable foundation, where the impact of our work is being recognised and felt within communities. The organisation has subsequently grown from two volunteers to over 30 volunteers. The organisation has since delivered large scale artworks across three countries, reaching thousands of people. While in New Zealand, I co-designed and hosted a public event for 100 public sector and business leaders, politicians, and entrepreneurs to explore mental health in the workplace.

From 2017-2019 my roles included leading the New Zealand Treasury’s division responsible for designing and delivering the world’s first Wellbeing Budget, Wellbeing Legislation, and Public Sector Stewardship Transformations. The New Zealand Treasury’s Wellbeing Approach provided a significant opportunity for Government and public sector to re-orient itself to meet the needs society both now and into the future. This required a collaborative approach that: provided a clear direction, garnered strategic buy-in, and facilitated strong engagement with stakeholders. My responsibilities included:• Delivering the new Coalition Government’s first Budget and designing the world’s first Wellbeing Budget• Designing a new framework for the public financial management system, towards a trust-based model• Designing and delivering the largest reforms to NZ public finance legislation in 30 years• Lifting public finance capability within NZ Treasury and across the public sector• Aligning the central agencies to ensure a strategic and coordinated approach to the system reforms• Being accountable for over 25 staff including three managers, and the multi-million dollar Divisional Budget. I successfully delivered outcomes through times of organisational and political uncertainty. I presented on my approach to authentic leadership at the Organisation of Economic Cooperation and Development’s (OECD’s) Innovation in Government conference in Paris in November 2017.

During this time I transitioned from leading one of the New Zealand Treasury's largest ever public engagement programs to leading the Treasury’s Long-Term Fiscal Statement team and eventually the Economic Strategy and Productivity Division. My achievements included:• Leading and delivering the New Zealand Treasury’s first ever long-term fiscal statement, ‘He Tirohanga Mokopuna’, which integrated a Wellbeing Framework. The Secretary at the time, Gabriel Makhlouf, publicly stated this was his highlight for 2016. I presented this work internationally to the OECD and other organisations throughout Europe. • Designing and delivering the New Zealand Treasury’s first ever public document released in Te Reo Māori, which incorporated Māori worldviews and frameworks, for which I received the “stars of Matariki” and ‘Ivan Kwok’ Public Sector awards. This has inspired subsequent publications by NZ Treasury, building on this foundation e.g. the 2018 Investment Statement, ‘He Puna Hao Pātiki’.• Developing internal economic capability through establishing and co-facilitating spaces for internal economic discussions and debates as well as strengthening connections with the OECD and the New Zealand Productivity Commission. My role representing the New Zealand Treasury on the OECD’s Economic Survey of New Zealand culminated in my presentation to the other 36 OECD member countries in Paris. The survey findings have led to productivity enhancing public sector policy reforms in NZ. • Designing and facilitating several community consultations across the country, including with culturally, demographically and geographically diverse communities. I complimented this with an online values survey, designed in collaboration with the OECD. I translated this information into a public report, ‘Conversations About Things That Matter’, which was used as the foundation document from which the 2016 Long-Term Fiscal Statement was drafted.

I led the Treasury’s economic geography project team to develop internal geospatial modelling and analysis capabilities. The geospatial modelling tools my team developed resulted in a public report highlighting the key challenges and opportunities for Melbourne’s future growth. I was also the Treasury’s lead subject matter expert on productivity and led the Treasury’s Budget Strategy and Outlook Paper, to delivery.I project managed and lead authored the Victorian Intergenerational Report (IGR) team. The IGR was one of the Treasury’s four strategic priorities during the period of my employment. The IGR publication was endorsed by the Treasury’s Budget Expenditure Review Committee of Cabinet in 2013. I collaborated with this project with other jurisdictions and presented on the model and IGR report to audiences around Australia and in Europe. I led the IGR team to develop and implement a long-term economic and fiscal projections model into government processes. The model remains the Victorian government’s tool to assess the long-term health of the state’s economy and finances - the model has been used to inform the medium-term budget capacity, as well as inform the IGR.