Employing 3200 staff nationally, Airservices is a government owned business providing Air Traffic Management across 11% of the world’s airspace, and Aviation Rescue and Fire Fighting services at 26 airports and aerodromes. Airservices manages air traffic operations for over 150 million passengers on more than four million flights every year.Reporting to the Chief People and Culture Officer, leading a team of 16 staff (6 direct reports), my role drove the organisational development strategy, focused on foundational culture transformation and change, building leadership capability through robust talent, development and succession practices and improving Airservices employee experience to enable a new value chain operating model and ensure we had the talent to deliver on organisational strategy.Achievements:• Delivered the Culture Review Action Plan• Developed and delivered the People Plan 2020 – 2022.• Increased participation in the People Engagement Survey by 23% after leading the review, redesign and implementation of the Listening Strategy, People Engagement survey and metric.• Headed the redesign and launch of the organisational purpose and values.

Reported to the People and Leadership Strategy Manager | 3 direct reports Managed the delivery of enterprise talent, capability, succession and leadership development activities and support key strategic people and culture initiatives. • Spearheaded a significant leadership capability improvement of 12% for participants, as assessed by their direct reports, by leading the design and implementation of the Airservices Coaching model. • Reduced leadership development expenditure from by 33% while improving leader participation rates and delivering a learning gain of 89% by designing and implementing a new Leadership Capability Program.• Improved reporting and insight on strategic workforce matters for the Executive Committee by re-designing and implementing the Job Family Framework.• Delivered organisational development frameworks and programs that supported Cultural Transformation, Succession Management, Talent Development and Workforce Capability.• Successfully managed stakeholders, suppliers and contracts in the delivery of OD initiatives.• Led the implementation of SuccessFactors Integrated Talent Management System.

Reported to the People and Leadership Strategy Manager | 10 staff (4 direct reports)Managed the enterprise L&D function, including learning management systems (LMS), corporate and compliance training programs and the Airservices' Registered Training Organisation (RTO).• Led the Enterprise Training Integration initiative, saving 10% across organisational L&D.• Transformed the Organisational Development and Learning functions• Led the development and implementation of key frameworks supporting workforce and leadership capability development across Airservices. • Successfully transitioned the Enterprise RTO operating model with nil occurrences.

Reported to the Chief Learning Officer | 14 Staff (2 direct reports as team leaders)Managed the organisational LMS and applications, the development of the Airservices forward training schedule, and the enterprise training cost model.• Improved team efficiency through the implementation of a shared services model.• Successfully delivered key audit and compliance activities (CASA and ASQA) resulting in minimal findings.• Led the Instructional Design and Course Support teams, providing learning design, course coordination, and learning systems support to enable the delivery of quality, compliant training outcomes. • Created and implemented the Forward Training Schedule and the Training cost model.• Delivered learning services critical to the realisation of the Education and Training Strategy.• Guided the “on time” implementation of SAP Learning Solution (LMS) across Airservices Australia.• Drove development of the Education and Training System Plan.• Led teams in the provision of curriculum development, online and face-to-face training development, course coordination, records and compliance assurance.• Provided strategic advice to key stakeholders regarding the development, implementation and administration of organisational capability development solutions.

Concurrently managed the Content Management System and Authoring Environment for learning and oversaw curriculum, courseware and assessment development to ensure quality, ASQA and CASA compliance and academic rigour.• Project managed a significant curriculum redesign across 6 qualifications, for RTO Reaccreditation.• Led a team of Instructional Designers to deliver organisational learning solutions.• Influenced industry, as a key contributor, to the AVI Training Package through the Curriculum Working Group for the Air Traffic Services School.• Coordinated, supported and advised across numerous learning projects and stakeholders, providing advice and guidance to senior stakeholder and subject matter experts on L&D curriculum, methodologies and strategies, including the deployment of innovative learning initiatives and technologies. • Seconded to the Head of School – Enterprise, Leadership and Safety to the lead the L&D function for compliance, leadership and safety training across Airservices.