ACA Qld is the states peak body for early childhood education operators and Queensland. The organisation is part of the national body, Australian Childcare Alliance. The role covers all facets of corporate governance, strategic planning and implementation, together with operational oversight for the organisation, to guide and support the states early years sector and operators. Undertakings also include significant bipartisan stakeholder engagement across all tiers of Government, regulators, the ECEC sector and media, working collaboratively to support the best early years outcomes for operators and the children in their care.

Strategic and operational management of the Australian Post-Tel Institute Qld Ltd, incorporating canopy Early Education, including the organisations membership program, early years education centers, travel agency (API Travel - sold in 2021), commercial property, holiday homes and residential apartment portfolio. Peta was instrumental in driving key strategic changes for the 100-year-old membership organisation to ensure a future legacy based on the values of its founding fathers. These actions include the post-covid positioning of the organisation to ensure sustainable future member benefits, expansion and rebranding of the early years’ education centres and development partnerships to leverage aged hard assets. Peta has grown the organisations balance sheet from $16m to $39m, refocussed program delivery and established a deliverable path to $100m of philanthropy for the organisation by 2040.

Strategic and operational management of Playgroup Qld’s early intervention, therapy and parenting programs, and membership support (11000+ members’ state wide) supporting service delivery nationally. • Refocussed program delivery to align with PGQ new strategic direction, cultural alignment and organisational restructure.• Developed an in-house member team to support significant member growth forecast for 2016-2017 fy; recruitment, training, cultural change and business process improvement.• System and process development to streamline program delivery including introduction of HR succession planning. • Budget and operational plan development for the 2016-2017 and 2017-2018 fy.• Planning input for 2016-2021 PGQ Strategic Plan.• Funded program contract renegotiation's exceeding $4m over 3 years (State and NGO funding bodies)• Nationwide, including rural & remote location program delivery, asset and human resources management• Establishment of contracts viability, exit strategy development and operationalisation including HR, physical resource, premise and funder/partner negotiations• Oversight of a national program and practitioner team exceeding 110+ employees and contractors

Appointed to the Board in 2014 to support their property and operational functions. I hold positions on the Property Committee and Operational Committee and have driven change of the Trusts current property portfolio and asset base.

Founder and Managing Director of GPMK Pty Ltd, which owns and operates Mitchelton Child Care Centre. Bought the operation in 2006 and built it to its current $1.3 million revenue. Complete P&L control and business ownership. Business sold in late 2014. • Built business revenue by over 60% to $1.3 million and Increased EBIT by 22% over 2013/2014 to industry-leading levels through professionalization of business procedures and customer relationship management.• Increased team to 20 staff (14 FTE) while achieving sector-leading staff retention levels through strategic recruitment, training and staff development programmes.• Drove business model change from care provision to education, transitioning from State to Federal Government legislation under the Educational & Care Service National Law Act 2010. Gained QLD Government funding under the Commonwealth Universal Access to Kindergarten Education program.• Completed 2010 NAPSA introduction, integration and compliance to the Children’s Services Award 2010 and Education Services Award 2010.• Led projects for $350k in facilities upgrades plus significant commercial tenancy lease options and extensions.• Regular media representation on behalf of Child Care Qld including print and television.• Regular liaison with Local, State & Federal Government advocating for sector change and enhancement. • Participation in State Government Early Years Strategic Planning Program in 2013. • State Government round table participant for localised community and early years sector engagement.

Business process consultant, coach and mentor to the Everton Park Elders Real Estate office, which worked largely on residential housing sales, leasing and property management with 5 sales staff.• Streamlined sales office business practices to enable 94% improvement in contract value from 2006 to 2008, from $18 million to $35 million.• Coached the business owner and sales staff and provided consulting and business process implementation services to enable sustained improvements in sales process, contract negotiation, service agreements, financial management and reporting and customer relationship management.• Implemented formal contract management for $32 million in sales contracts in FY 2007/8.

Invited to join this property development firm that I had dealt with frequently at the Defence Housing Authority.• Sourced and negotiated the purchase of two broad acre land holdings in Ferny Grove ($2.9 million).• Liaised extensively with council and government agencies, service and utility providers and external stakeholders.• Completed feasibility study and project management for a mixed-use residential/commercial project and cost management of two NSW townhouse development projects: projects achieved Development Approval in 2006.

Reported to the General Manager Development & Construction. Responsible for acquisition, disposal, direct leasing and sale & leaseback programs for DHA housing provision to the Australian Defence Force.• Managed the Brisbane Housing Management Centre (HMC) Acquisitions Program to DHA quality, suitability and profitability targets. Led the acquisition of broad acre land, stand-alone housing and development sites valued at $50 million in 2003-2004. Sourced 14 direct lease and 78 spot purchase properties.• Achieved sales & leaseback program budget targets in 2003 and 2004, managing and reporting on program performance to Canberra and at Ministerial level.• Led the acquisition of the DHA Rode Road McDowall development for 45 Defence Force homes and their integration into DHA managed housing stock.• Responsible for housing asset upgrade projects, ensuring that purchased housing stock met DHA standards.

Reported to the Regional Manager, South East Queensland. Responsible for the asset management of DHA portfolio of 1100 homes valued at approximately $350 million.• Led asset management, leasing and maintenance operations with eight in house staff plus contract management of external service providers with an $80 million p.a. operating budget.• Liaised with DHA Development and Construction on the delivery and integration of 29 construction projects to DHA housing asset register.• Project managed asset upgrade programs to DHA standards and managed the DHA asset scheduled maintenance program.• Established and managed department asset maintenance budget and financial management monitoring and performance business systems to DHA standards.

Reported to the National Sales Manager. Responsible for sales of DHA property on sales & leaseback programs and for third party relationship/partner management of legal, real estate and property upgrade services.• In 2003, led property upgrade projects and the subsequent listing and sale of housing stock in Brisbane (40 homes), Ipswich (22) and Toowoomba (46), including management of the contract and agent tender process, realising around $38 million in capital asset value.• Sourced 80 new properties purchased at under-market rates and upgraded and converted to DHA standards.

Reported to the Australasian Sales Manager. Responsible for the QLD region for the LVMH Fragrance & Cosmetics Group Parfums Christian Dior and Guerlain Oceania product lines, selling through pharmacy and department store channels.• Turned around QLD region from LVMH’s poorest performer to the strongest nationally in 15 months, from 50% to 120% of target.• Built sales team to five staff handling new business sales, account management and channel development. Introduced staff product, sales and customer relationship management training.• Opened NT region for LVMH and added to sales region portfolio in 2002.