Appointed as CEO in April 2023. Appointed as Company Secretary November 2024.

Volunteer Executive Advisor to EMBA Students

Appointed as Acting CEO by the Board to stabilise and lead the next period of organisational transition and future appointment of the CEO position; whilst still leading the digital transformation. This now includes appointment as Company Secretary since Dec-2021. The role has included a detailed focus on both Corporate and Clinical Governance. During a period of COVID and other economic pressures, the key has been to ensure positive patient experience underpinned by safe clinical practice whilst over sighting compliance to clinical regulation and ensuring strong corporate governance and risk management.

Leading the Corporate Services team, with a strong focus on Digital Transformation, the role also supports Property, Hospitality, Domestic and Administration Services teams for The Hobart Clinic Association; which is an accredited hospital and Tasmania’s leading private, not-for profit treatment centre providing mental health services for conditions such as anxiety, depression, drug and alcohol addiction, older persons mental health and memory loss

Patrick established INPLEX as a micro-business that works closely with Executive and Boards to deliver contemporary business models for as Digital Age, engaging under a flexible Executive.as.a.Service model. The services are centred around defining and translating strategy into pragmatic roadmaps to deliver sustainable change. Roles covered include:- Advisory Board Chair (FRI)- Advisory Board Chair (Global GBM)- Business Advisory (Health & Hearing)- Executive Coach (QUT Executive MBA programs)- Strategy & Advisory (Anglicare SEQ)- Strategy & Advisory (C&K)- Digital Strategy (Mater Group - Health, Education, Research, Foundation)- Business Strategy (Mater Education)- Business & IT Advisory (Mater ICT Division)- ICT Strategy (Tarong Energy)- CIO Advisory (Telstra)

The Advisory Board Centre supports Entrepreneurs through effective, commercially focused board structures. I chair commercial advisory boards to maximise potential value and support effective decision making. I work with an exclusive, carefully selected team of Entrepreneurs, Advisers and Experts in building tailored Advisory Boards for growing businesses.

Chairing the Advisory Board to support the business owners to maximise the value of their business through access to high-quality, independent advice from well-respected, experienced individuals

Working with the CEO and Executive team to define the strategic roadmap for transforming the Mercy Community business. Patrick supported foundational change to the business by leading Strategy, Marketing & Communication, Fundraising, Enterprise PMO and Information & Technology Services.

Developed the new business strategy for Mater Education Ltd. This was a great success based on a highly consultative approach with the senior leadership team to develop the vision, strategy and capability roadmap. Setting long term aspirations for making a difference in the education landscape#strategy #digitalstrategy #educationstrategy

Ongoing support of the Mater Health Services in portfolio planning and development through establishment of an enterprise level portfolio register and capability mapping.

Working as a trusted advisor to the Mater Misericordiae Group, we positioned them for success by developing their Digital Vision and Strategy, underpinned by robust capability portfolio planning and roadmap development. #digitalvision #digitalstrategy

• Provided leadership to engage and improve the overall end user experience for 10,000+ Blue Care workforce (paid and volunteer) across 200+ sites across QLD, NSW and NT which included the 60 residential aged care facilities and retirement living villages• Provided strategic leadership to the organisation to define a digital strategy and roadmap that would position Blue Care as a leader in the Aged care sector. The challenge in 2012 was the ambiguity in the government led reforms and how this would impact organisations• Developed a program of work that defined and delivered over 140 projects which culminated in the largest care mobile deployment of over 4000 devices to 6000+ staff in the Community Aged Care services. This required a significant whole-of-business view covering policy, culture, change management, data, process, training and IT systems. Key benefits were staff being able to register time & attendance via mobile, and route optimisation to reduce travel costs (fuel, insurance, etc.), hence improving contact hours with clients• Developed a digital business architecture which ensure key business capabilities to support service planning and delivery, risk, customer contact centres, data analytics, digital and social media, learning management and financial services• Developed strategic partnerships across government and the ICT sector to achieve successful outcomes, which included partnering with Telstra Health on new solution for smart home care• Successfully managed P&L of the IT and Project portfolios with 60 staff and an operational budget of $45M, project budget of $20M+, and acquisitions to deliver growth strategies

Provided industry thought leadership to bring the customer mindset to the planning of the commercial NBN services. Included facilitation to align processes Telstra customer experience, order, activation and assurance

• Reporting directly to the Global Finance Director based in the UK, and dotted line to the Australian based CEO, Patrick was accountable for all ICT operations in the southern hemisphere covering six countries, and was recruited into Laing O’Rourke with the mandate to transform the ICT department from a ‘utility’ function to a ‘service provider’ that added value back to the business and enable a strong foundation for growth• Defined a digital strategy and roadmap that underpinned the strong growth targets for the business • Improved the commercial performance of IT through a 30% reduction in over ICT budget• Defined and delivered innovation that enabled improved bid management for commercial tenders• Ensured strict adherence to organisation service standards • Mentored and coached emerging leaders across many disciplines in strategy and leadership• Chaired the Corporate Social Responsibility (CSR) panel which ensured positive legacy remained in communities that Lang O’Rourke operated• Successfully mitigated impacts of QLD floods by acting early and leading the teams to ensure all services remained operational.

Patrick was appointed as the CIO for QR in Feb 2009. QR is Australia’s largest transport and logistics provider with revenues of $3.9B, $11B assets, 10,000 kms of track and over 15,000 employees. As CIO, he was accountable for the enterprise systems that underpin the company and include 1,000+ applications, 900 servers, 8,500 PC’s and 238 staff. As part of a broader whole-of-company transformation, his charter within QR was to:1. Engage the business and re-establish IT as an enabler to business outcomes 2. To transform the IT Division into a commercially viable provider of ICT services3. Re-engage the ICT market and leverage its value to enhance QR’s delivery capabilitiesPatrick was able to lead the above change program in a turbulent time and was able to bring about genuine behavioural change in the ICT division. This change ensured an ICT platform capability for what was considered one of the largest business separation programs in Australia.

As an Account Director in SMS, I was responsible for the end-to-end delivery of services to our clients. My clients cover Mining, Resources, Infrastructure, Utilities (Generation, Distribution & Retail), Aviation, Gaming, Health and Telecommunications.The role of an SMS Account Director was essentially a General Management role within the company as it involved end-to-end accountability for delivery and outcomes. Key elements involved; strategy and planning, budgets, establishing strategic relationships, understanding demand, defining and sourcing capability to meet projected demand (internal & external), sales and bid management, then overseeing delivery. There was also a strong staff management element which involved staff recruitment, salary and performance management.

In recognition of expertise developed during his time as a Project Recovery Specialist as well as other leadership roles in SMS, Patrick was appointed as the National Practice Manager for Project Review & Recovery Services offering to the market. It was branded as "Project Alignment". This involved leading the develop of IP and capability within the company nationally, as well as leading business development activities around this offering. It also involved presenting to public conferences and seminars on topics of IT Governance and Project Alignment nationlly.

Specialising in Project Review and Recovery operations, Patrick worked across mainly the Telecommunications and the Mining sectors where he recovered projects in solution domains such as; workforce management, enterprise level SAP Project Management transformation, MIS and datawarehousing, business intelligence, Voice Portal, and Call Centre solutions.

CSIT was a growing TAFE College. Patrick was appointed as the first IT Manager and was required to build up the IT Unit. Once this was established, TAFE outsourced its IT functions and Patrick was retained by TAFE to act on behalf of the CSIT in the management of the outsourcing contract. Patrick led the formation of the information infrastructure of an institute of TAFE Queensland comprising of over 21 sites over a 250km spread of coastline over a five year period. The charter of this role was to develop and manage an effective, structured team committed to the ongoing support and development of Information Technology as an enabler to the Institute’s strategic and tactical direction.During the six year period, Patrick extended his influence beyond just IT by delivering key programs on Y2K and state level planning for Business Continuty Planning.

Lectured on Business Management

During posting to Logistics Support Command , architected a new approach to analytics of aircraft maintenance status data that led to the advancement of a Strategic Data Analysis Unit to inform operational capability decisionsPosted to RAAF Base Amberley, was part of the leadership to establish newly created Logistic Management Centre to support the F-111 aircraft. Architected a revised approach to Business Process Re-engineering of the F-111 aircraft design and maintenance processes. This achieved strong success with significant reduction in process complexity and document and costAchieved Quality Management Systems (ISO9001:1994) accreditation at first audit