• Led mission related activities for the Foundation including analysing, distributing and reporting on philanthropic funds that supported research, education and volunteer services for vital patient experiences. • Provided impact assessments and governance advice to executives and stakeholders on philanthropic priorities and implemented new systems, tracking forms, frameworks and business processes. • Attended Hospital Committees, cultivating significant relationships with researchers to promote grant application rounds, source project updates and outline distribution practices. Ran donor tours and assisted with Celebration of Giving event.• Designed an engagement plan with clinicians, researchers and hospital stakeholders that gathers information for donors, Hospital and Foundation staff and connects projects to external funding. • Developed partnership and communication collateral such as grant processes, assessor information, and online applications within Smarty Grants system. • Consistently ensures that fundraisers have access to the right information at the right time with the right donor

Responsible for organisational wide donor relationship management including project leadership, delivery and improvement of existing business systems and best practice. • Influenced a culture shift surrounding project management and corporate relationships by starting regular internal meetings to generate communication, ideas and learnings for stakeholders, later adopted across the entire organisation.• Strengthened internal networks by setting meetings with Directors and Portfolio Managers that enabled shared knowledge, training and guidance on advocacy. • Took an unprecedented approach and designed a data management system that identified and qualified major gifts and spearheaded a project that brought significant income into Mater. • Devised and implemented an underlying structure and governance rules for data entry including scripting a constituent data management policy and procedure manual resulting in best practice methods for financial contributors.• Created a new data management system and Moves Management report that has increased lead generation and business metrics. Results indicate a 45% improvement in data integrity and data entry. • With the Moves Management report delivered and embedded within two years after a lengthy data cleanse and removal of hierarchical issues, this 1-page report summarises key stakeholder relationships within the financial and advocacy gift-giving space.• Oversaw projects associated with brand management, enabling team resources and networks, stakeholder engagement and community awareness strategies.• Informed the Board of donor pipeline results across all phases that assisted with project status, budgeting, funding commitments and in understanding Maters' areas of interest to the community.• Changed existing business practices that will realise cost benefits and lead to greater donor conversations by developing and distributing suitable reports, templates, online content and materials to all Portfolio Managers.

Managed the community fundraising and end-to-end marketing function for this established charity group. With limited strategic direction steered the ground-up development of branding and communication platforms while leading the fundraising strategy. • Established a variety of programs, fundraising portfolios and campaigns to market initiatives for the organisation. Utilised families supported through the various CCS programs to drive fundraising activities and support the engagement with sponsors. • Contributed to 2012-2013 strategic planning processes and led comprehensive business, competitor and market reviews. Developed the business’s first strategic marketing plan and budget; driving integration and navigating it successfully through the Board endorsement process.• Monitored budgets, program metrics and effectiveness and managed direct reports and program stakeholders to ensure marketing consistency and integration.• Redeveloped CCS brand strategy and identity transitioning a fragmented brand into the new cohesive corporate identity that resonated with corporate and community target markets. • Introduced brand guidelines, to ensure consistency in application and effect brand integration across all business communications, as well as procedures for managing internal and external fundraising activities. • Developed the first fundraising strategy for Childhood Cancer Support (CCS). Drove a highly tactical approach to produce a multi-faceted plan, focusing on conversion into long term ongoing donations. Specific fundraising activities attracted in excess of $50K.• Worked across the business and with external stakeholders to plan and implement dynamic marketing programs and projects that grew vital funds, leads and brand awareness.

Dual-faceted role driving priority-project coordination of the AU $9M+ flood recovery construction program whilst maintaining leadership directives. Liaised continuously with stakeholders as the voice of the school and managed all community and media enquiries. Analysis & Planning: Spearheaded immediate facility impact analysis post-flood, mapping restoration needs for upcoming planning processes and fast-tracking resource sourcing and dissemination. Stakeholder Liaison: Liaised continuously with stakeholders as the voice of the school negotiating changes during the construction phase that ensured compliance standards were upheld and end-user functionality optimised. Media Management: Strategically managed high levels of media interest and enquiries related to the project and recovery process ensuring effective departmental representation and compliance with communication policies. Community Response: Devised community response strategies including donor recognition and acknowledgement forums that strengthened regional relationships and networks.  Communication Management: Maintained continuous communication with the Director’s Office during the construction program ensuring the Minister remained up-to-date on progress and feeding input into flood proofing plans.  Stakeholder Management: Devised detailed project and stakeholder management plans to maintain project control within complex reporting environment ensuring risk management frameworks across the project duration.

Successive appointments to the leadership teams of these culturally diverse schools to drive performance turn-around and operational enhancement. Led portfolio of projects credited with improving the public brands of the three schools and navigated operational staff through periods of ongoing change. HR: Initiated and managed key HR Development projects including design of a Regional Induction Program rolled out to 300+ new and returning teachers; and the introduction of a new HR Information System that improved tracking of professional development.  Training: Spearheaded highly regarded “Principals’ Mark Book” project securing praise for development of a training framework that enhanced educator’s capability to leverage student data in program planning. Community Engagement: Led community engagement project at Churchill State School that strengthened the school’s inclusive focus, embedded cultural perspectives, and deepened indigenous partnerships. Capability: Analysed and addressed internal capability deficits across the three schools and led ongoing change initiatives that produced improvements to morale, staff confidence and outcomes. Leadership: Shaped and built effective teams and introduced operating structures to ensure sustained performance. Inaugurated multiple internal committees and task forces aimed at driving essential change.  Funding: Linked regionally on issues relating to funding, national curriculum development, regulatory compliance, infrastructure development, facility management and risk management. Project Management: Project managed the design phase of $3.4M state-of-the-art learning facilities at Harristown State School including steering the development of the scope of works and rationalisation of estimates.  Stakeholder Engagement: Led ongoing stakeholder engagement forums during project design period capturing input into facility needs and working with architects to translate operational needs into functional designs.