Responsible for change management across BSL, including strategic and business change capability, frameworks, managing change programs and transformational projects that maximize change adoption and deliver benefits.Achievements:• Strategic initiatives and projects delivered with benefits realized, inc major Strategy, Finance, NDIS, Aged Care, People and Culture and IT projects, organisation redesign (restructures), and business plans through inc application of tailored change management, learning and communication solutions. • Successfully designed and implemented organisation change strategy, framework, tools, and training• Implemented engagement and staff survey tool, change, coaching, analysis and support from Board to frontline staff. Results provided to stakeholders within 1 month, actions and tracking achieved for first time in >2 years at Executive and Divisional levels• Agile change management support model, ongoing design and delivery of tactical solutions for rapid organisational change, eg for NDIS and Home Care Reforms, Program funding, and HR systems

Lead Human Resources practices & objectives achieving an organisational culture that emphasizes empowerment, quality, continual improvement, goal attainment, along with recruitment and ongoing development of a high performing workforce. Also managed people services, policies, and programs. Achievements:• Fast-tracked Enterprise Agreement negotiated and voted in (88.5%) with a 6.1% pay increase and lump sum payment. The Agreement had lapsed 18 months prior and was achieved in approx. 7 weeks. • Changed operating rhythm, processes and headcount to improve service delivery, team engagement

Change management and people strategy lead for ‘Smart Space’, a strategic, transformational and the largest internal nbn program. Responsible for all the 'people' aspects of the change including change and comms management, leading and development, business requirements and readiness. Inform and inspire employees on their move to the new premises and Activity Based Working (ABW) environment. The program changed the way people work and moved to a more interactive environment utilising innovative technologies that inspired collaboration using ABW. Achievements:• Successfully moved 5,000 staff to ABW in multiple new premises, to scope and within budget • Developed, scaled and executed the People Strategy, including Change, Communications, Learning and Space planning• Improved staff engagement and satisfaction with the new workplace by 13% post move• Ensured the successful adoption of the strategy by changing behaviour and culture, technology and business process.

A critical role working across the National and Regional Deployment teams delivering improved capability, processes and systems solutions for rollout challenges. Developed and facilitated strategic business and change solutions, optimised processes, and provided learning and support services.Achievements:• Successful change, communications management for organisation key initiatives o eg divisional reorganisation design and implementation successfully delivered; and improve operational Design Variations and Record Update project - KPIs of 90% (from 60%)• Capability solutions for people and projects:o inc capability frameworks, learning and development design and delivery• Successfully supported and implemented transformational change initiatives, inc change management templates and tools, senior leader change management coaching.

Key role ensuring the national deployment and support teams have the required capability to deliver the program and corporate targets. Business analysis, learning and development and change solutions. Achievements:• Designed and implemented capability solutions, inc Program Management Capability Framework, learning and development solutions, and development frameworks• Successfully implemented strategic initiatives, inc ‘whole of division’ risk management governance, processes, systems and knowledge base, and trainingo eg Delivery Partner access project - reduced processing delays from 2 months to 5 days - through issue and processes analysis, change management & stakeholder collaboration

A social impact university initiative to enhance social prosperity across borders by applying learning and business skills to create positive outcomes for the local and global community. Board member, and mentor for projects to support local community projects and KIVA microfinance loans in developing countries.

I was invited to lecture in Bachelor Aviation and Business subjects.• Student satisfaction 95% (Aviation Environment unit).• Researched and designed new Strategic Aviation subject, increased student satisfaction from 38 to 88%.• Implemented “business readiness” content, presentation skills and introduced a revised, interactive, participative approach to lectures. • Research, develop, lecture and mark Bachelor of Science – Aviation subjects include Aviation Strategy, Aviation Industry Environment, Managing the Engineering Environment and Airline Operations• Mentor and supervisor for masters and undergraduate students.• Aviation strategy, Aviation Environment, Airline Operations, Aviation Engineering Environment, research thesis supervisor• Research, design and delivery including course material, case studies, exams, assignments, and assessment criteria

ESTA provides Victoria’s 24-hour emergency call-taking and dispatch services, including Triple Zero, for police, fire, ambulance and SES. ESTA also manages advanced, operational communications for Victoria’s emergency services, supporting police, fire, ambulance & SES. My role is managing the design and delivery of learning and development inc for ESTA’s leaders and Support staff. Coordinate ESTA’s overall learning and development and organisational development functions to ensure consistency, optimum use of resources & continuous improvement.Achievements include:• 2012 – 2015 Diploma Management & Executive Management (Graduate Certificate) Programs. ­ Designed and delivered contextualised ESTA programs.­ Achieved 90% completion rate & leadership behavioural change (eg 12.93% improvement in 2014).• Developed and implemented:o new organisational Leadership Capability Framework (2013) resulting in better development, review, performance improvement & succession planning for all staff levels.o Organisational Valueso Performance Development program, incorporating Balanced Scorecard, revised scoring, feedback, and capability assessment.• Reorganisation program 2012-13.

Manage the strategic, operational and commercial inflight product for Jetstar worldwide. Revenue $48m, Operating Budget $32m.Achievements:• 2011 annual cost savings - international catering $3.6m, offshore caterers $1m, cleaning and IFE services $190,000 (through process reengineering, product change, tenders)• Tender and implementation of new suppliers for international & domestic catering, entertainment servicing, cleaning• Increased revenue (domestic catering $700,000 pa), operational / process improvement, recovered $470,000 cleaning invoice audit• Retail and menu redesign (eg redesigned light meal product, tripled revenue), improved customer satisfaction +35%• Designed and implemented Video on Demand & Asset Management System.Procured and managed contract partners and suppliers. Designed new, innovative and cost effective approaches to inflight product and entertainment, including menu, retail offer, equipment, and the customer experience.Developed inflight entertainment, reporting and asset management platforms. Crew management training, process improvement, change management

Managed high risk, fast-tracked project, inc risks and issues, senior management and Steering Group reporting and engagement. Program Manager, from initiation through to implementation, applying program change management principles. Scope - 6 aircraft, 9 destinations, budget $37.4m.• Long Haul start-up delivered on time and within budget• Developed fast-track pilot recruitment and training program• Proving flight approved first time by regulator• Designed, trained trainers for “It’s All About” Training and video – Service Style, Corporate Induction, Airline Customer Recovery and Disruption Management Policy and training• Strategic development and planning for significant business process change and efficiency improvement; integration in the overall program of work.• Developed a process to protect, and tracked Business as Usual functions.

Strategic and operational management of Customer Relations.• Designed Jetstar’s customer feedback and recovery process, inc database for management of feedback, templates, reporting • Implemented Jetstar’s customer research program (inc Customer Satisfaction Monitor)• Designed and implemented Service Strategy and Policy• Designed and managed “Love Your Work” Customer Training Program for all frontline staff (Award winning)• Developed emergency and incident response procedures• Implemented “Ask Jetstar” a web-based customer self service channel, increased customer self-service by 30%• Developed and managed market research, customer relations platform & policy • Developed new, innovative and cost effective approaches to customer relations inc IT platforms, outsourcing, web design, and internal stakeholder engagement• Customer feedback trend reports for all functional departments, influenced process and policy improvement.• Staff recruitment (inc cabin crew)

Management of Program Office for airline launch (all aspects of the start-up). • Managed high risk, fast-tracked project, inc risks and issues, senior management and Steering Group reporting and engagement• Managed commercial, systems and operational cutover centres• Managed and tracked Qantas transition issues, business as usual• Scope of airline start up:- 14 aircraft, 14 airports (inc one new secondary airport – Avalon), Operating Budget $28.6m, Capital Budget $80m. • Successful airline start-up, on time, within budget - Fast-tracked project (commenced Nov 2003), sales launch (Feb 2004) and operational launch (May 2004) • Managed IT Cutover Control Centre

Lead and managed Qantas and Jetstar crisis support including managing Special Assistance Teams on site of crises including:o Christchurch, New Zealand and Japan earthquakes (2011).o Queensland floods and cyclone (2011).o Bali bombing (2005).o Engine and brake fires (2000, 2005).o Qantas 1 runway overrun (on site Manager in Bangkok and Frankfurt 1999).• Served as Crisis Centre Manager (including overseeing customer support and logistics).