• National role looking after leadership development programs, career pathways, technical training, onboarding, employee engagement survey and succession planning• Leading a team of 4 technical training and leadership facilitator• Training Needs Analysis (TNA) process nationally to understand the organisation’s leadership training needs at all levels• Developed leadership strategy spanning all levels of leadership and successfully negotiated endorsement and investment support from the executive leadership team• Developed leadership competency framework in line with American parent company • Designed and developed leadership programs in house• Planned and managed multi-million-dollar training budget• Led the automation of the Verification of Competency Process from a paper-based system to a fully automated digital platform• Responsible for overseeing apprentices and trainees nationally, including relationships with apprenticeship networks• Implemented a new VR Crane Training Program nationally to attract new crane operators to industry• Developed a company first rigger to operator career pathway• Rebuilt the onboarding program for new leaders commencing within the business• Implemented and managed new LMS

• Oversaw the creation and deployment of Rio Tinto Iron Ore’s frontline leadership development programs for 2,500 leaders (Emerging Leaders, Supervisors, Superintendents)• Conducted Training Needs Analysis (TNA) work for all three levels of leadership to identify the exact training needs and areas for improvement• Worked with senior decision makers by presenting the TNA findings and agree on key measures to prove the return on investment• Adapted programs by working with key internal stakeholders to ensure leadership training was aligned with future organisational needs• Led a team of curriculum designers and subject matter experts to ensure new eLearning content and training materials were highly relevant to leader’s roles and closely aligned to organisational values, behaviours and safety standards/regulations• Created a leadership framework aligned to the safety standards and behaviours for leaders at Rio Tinto• Collaborated with stakeholders to build leadership capability using a blended delivery model, including, eLearning, face to face workshops, workplace application tasks, coaching, pre and post evaluations and personality profiling• Measuring and reporting on the value delivered through building leadership capability using the Kirkpatrick method of training evaluation• Created feedback loops for all programs to continually adapt and improve• Worked with several external vendors to co-create and deploy leadership programs• Led a team to coordinate scheduling and training coordination• Led internal marketing and processes to enroll and keep participants informed• Created a comprehensive training recognition strategy to enable participants to use for career advancement• Presented information sessions to hundreds of leaders to educate the benefits and point of differences with the new leadership programs

• Learning and Development Manager - Co-founder Future Institute of Australia in 2015, an RTO registered with ASQA• Leadership and Management specialist that worked closely with organisations to understand their business challenges and provide tailored training solutions to assist them to grow skills, knowledge, and capability of their people, with a focus on leaders• Created needs analysis system to attract new clients by understanding their biggest people challenges and leadership deficiencies, included:o Facilitated TNA work to uncover the training needs to inform our best training solutionso Conducted online culture surveys and online TNAso Consulted with key decision makers to understand their desired outcomeso Created training strategies and program recommendations including evaluation methods using the Kirkpatrick Method of evaluationo Training recommendations included Nationally Recognised Training and Non-accredited training fully customised to the organisations needso Negotiated payment terms, schedules, communications strategies and ongoing client support• Selected Learning Management System (LMS) providers and maintained our LMS once established. • Selected Training Management System (TMS) and coordinated the training records management strategy for compliance• Obtained 30 clients in the first 18 months to achieve annual sales over $800k – within five years turnover reached seven figures annually • Created strategy and business plans. Identified unique value proposition, created an ideal client avatar and created marketing strategies to achieve sales targets• Created onboarding and induction procedures and set up company policies and procedures, including creating an EVP • Managed and coached a team of 20 admin, sales and facilitators. Put in place regular employee reviews and development plans• Managed profit and loss, debtors, creditors, payroll and set KPIs to track annually, quarterly and monthly

• Streamlined national systems and processes to maximise operational efficiency and revenue growth• Comprehensive review of product offering to ensure the sales team was focused on products and services that provided value to its national audience and respective local markets• Created onboarding and induction processes and procedures • Conducted training needs analysis work to understand training needs of the sales team, • Created and facilitated customised sales and customer service training – which improved conversion rates by 10% in six months• Coached and mentored senior team members in three states to assist them in reaching KPIs• Developed and implemented strategies to increase sales and profitability (value selling, and not discounting product)• Coached and supported our team to cultivate and strengthen lasting client relationships using need and solution approach with dynamic communication skills• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organisational growth• Managed budget implementations, employee reviews, training, schedules, and contract negotiations• Developed regular staff reviews to further develop individual strengths and initiated professional development programs for areas of improvement

• Built strategic commercial relationships with senior business leaders, CEOs, and MDs • Successfully built portfolio of 30 clients which generated over $800k per annum• Coordinated full sales lifecycle from proposal development to closings and follow-up• Kept detailed records of daily activities through online customer record management (CRM)• Set and achieved company defined sales goals• Attended monthly sales meetings and quarterly sales training• Responsible for training other account managers, developed training program to assist new starters to fast track their success

• Between 2007 and 2010 led the expansion of A-mart into Western Australia – Prior to this Amart only operated in Qld and Northern NSW for 37 years• Opened three large furniture stores ranging in size from 5,000sqm to 8,000sqm (Osborne Park, Cockburn and Cannington)• Worked with third-party logistics provider (100,000sqm warehouse centre) to store $6million worth of stock for three stores and manage ongoing distribution post openings• Employed 100 staff, which included identifying three store managers• Created onboarding and induction programs for all employees to be tailored to the WA market Including intensive training programs for various departments in readiness for store set up and openings• Set up training and coaching programs for managers and emerging leaders to ensure readiness for opening• Led a team of merchandisers to ensure store layout and design matched the national standards• Coordination of $2million of stock to each store six weeks prior to opening and coordinating opening specials and marketing campaigns with the central office• Created P&L’s for each store in line with central office expectations and worked with store managers to manage budgets within key metrics• Supported store managers with hiring, talent pipeline and terminations• Led the facilitation of stock take for all three stores twice yearly• Fostered a positive safety culture where all staff were proactive in preventing and solving workplace health and safety issues and injury prevention • Carried out regular competitor analysis including, pricing competitiveness and employee value proposition competitiveness, to review our wages and benefits for all employees• Set up freight contracts with local WA suppliers for home deliveries and managed the service level agreements (SLAs). Separate SLAs were created for each store• Created monthly financial reports against budget and presented to central office. Reports included analysis of the local market

• At age 19, promoted to assistant manager and by 20 was promoted to first store manager position• During this 1999 and 2007 Michael managed 4 large furniture stores across the Brisbane area. Stores varied in size of 2,000 and 5,000sqm and turnover between $150k and $500k per week with anywhere from 20 to 50 employees per store• Successfully improved sales in each of the four stores by more than 20% in the first six months and maintained through good stock management, staff training and motivation• Maintained strong profitability of all four stores at 12% net profit after tax in first six months of being appointed• Appointed regional manager of Queensland and New South Wales in 2005 overseeing 27 stores reporting directly to General Manager of operations and Chief Financial Officer• Coached store managers, with a focus on underperforming stores to identify areas for improvement• Applied effective time management techniques to ensure my time was spent effectively across the two regions• Used critical thinking to break down problems, evaluate solutions and make decisions