Privileged and delighted to return to aviation and join the Avcair team of employees and consultants in the role of Chief Operating Officer. I am chiefly responsible for comprehensively analysing, redefining and embedding long term, efficient and scalable end to end operational processes, decisions and outcomes that will successfully and dynamically push Avcair through its continuing stages of future growth, globally. Leading and working alongside Avcairs executive/senior management, such growth will be primarily achieved through well planned and executed acquisitions of competitor businesses, purchasing new jet aircraft to bolster our service offering and redefine excellence in inflight private cabin service, and continue with efficient and robust management agreements of other private aircraft. Leading through oversight of a team of Pilots, Operations, BDM , Marketing and Sales members, plus a team of HR and financial consultants, my core objective is to ensure Avcair realises it’s Value Proposition of ‘Excellence in Aviation’. This will be achieved through the 3 key services offering we provide: VIP/Corporate aviation charters, Aeromedical charters and Aircraft Management contracts with private jet owners.

As a new role to the business and with many areas to develop, I was successful in building an end to end service delivery framework that enhanced the professionalism and experience of the customer journey for our two main consumer groups- referrers and patients. Reporting in to the CEO and leading a group of direct reports including: Service Delivery Managers, Call Centre Manager, Marketing Manager, Training Manager and Quality Audit Manager and their teams, my CS strategy bought together the compilation of continual improvement activities associated with best practice in healthcare service delivery and consumer/brand advocacy (CVP). This included creating healthcare service standards, training staff to standards, auditing diagnostic reporting requirements, adherence to NSQHS Standard 2 (consumer partnering), brand advocacy & marketing activities (events and digital marketing campaigns), employee performance management and service delivery medical compliance.

Creating, implementing and evaluating ongoing activities that delivers a comprehensive CSD strategy which enables operational and competitive success. Focusing in the motor insurance space (Claims & Assessing), and influencing our integral employee group, my core intent is to drive comprehensive change in engagement, culture and performance. I achieve this through initiatives that drive and embed leadership, employee development and management coaching that is aligned to the key strategy and commercial needs of the business- ultimately the satisfaction of our customer. My initiatives all assist toward supporting the business through the stages of being being a challenger brand to that of a significant and outstanding leader in its industry.

After a successful implementation and two year pilot period of the my newly created Customer Care program; tailored toward the needs of I-MED Queensland, this program was adopted by the corporate I-MED business; for which I now nationally represent. This involves my Customer Care and Quality Assurance operational leadership initiatives being embedded directly in to the required service delivery performance levels of almost 3,000 employees who serve in excess of 10,000 patients per day and conduct 4 million radiology procedures per year.The portfolio for this role is to comprehensively ensure that our I-MED Value Proposition is integral to the I-MED culture and at the centre of every patient and doctor interaction; every day. This is primarily achieved via training and coaching staff in best practice and service delivery excellence. This includes designing culture enhancing training programs and leading front line teams to implement successful learning strategies focusing on improving quality behavioural performance, compliant and safe clinical practice. Customer service delivery is tightly aligned to employee engagement, performance management, assessment, audit and metrics and Voice of Customer (VoC) strategies that enhance and control optimal service delivery. As such I ensure each of these initiatives exist within my customer care strategy and are represented strongly when building objectives. Strategic relationships that are effectively built, nurtured and outcome orientated are paramount to the core function of my role.

While performing in this role I was responsible for creating and implementing a robust customer service framework and strategy that is fundamental to the success of the Qld I-MED business. Leading a large team of employees to achieve excellence in the delivery of customer service through the use of employee cooperation, commitment, training and performance improvement is a key priority and has been successfully achieved to date. I-MED Queensland serves almost 2,500 patients per day in over 20 state-wide locations; with upwards of 500 staff. Excellent customer satisfaction scores have been achieved during my tenure and further improvement continues to be of personal precedence. In order to ensure customer satisfaction is consistently achieved I was heavily involved in developing and implementing staff performance programs. These include creating performance measurements to achieve as standards (KPIs), writing customer interactive SOPs for front line staff, completing employee coaching and training sessions; including mentoring clinic leaders, developing customer feedback and response strategies, presenting customer service values and needs at state wide conferences and I also created and implemented a robust performance manual which details necessary standards of employee behaviours and process to follow when interacting with customers or each other.

This role involves managing the NSW special employee licensing process for licensed individuals that work within the Echo Entertainment Group (including The Star Casino). My role ensures all organisational structures and positions within the Echo business achieve NSW governmental approval. In excess of 2500 employees filling licensed roles must continuously adhere to particular requirements; as set out by the Independent Liquor and Gaming Authorities Casino Control Act. I ensure best business practice is followed in this area to retain company compliance. I also report to the government against specific requirements also set out in the Casino Control Act.My key achievement to date is to have managed the Tabcorp demerger in to the new Echo Group, from the perspective of delivering and seeking approval for all of the new Echo organisational structures and hundreds of positions held within. Newly placed licence requirements against these approved positions, were actioned and implemented by my team and I efficiently, ensuring minimal disruption to employees affected and to business continuity. Deadlines were met and a successful demerger took place. In addition to the Tabcorp demerger a renovation of The Star Casino totalling $860 million took place. This required my key involvement to gain governmental approval for the structures and positions created by this investment. This including the first five star hotel in Sydney for ten years, approval for the restructure of the biggest food & beverage department in NSW and also a restructure of the VIP Gaming areas.

I worked throughout many positions within Air New Zealand as Crew, reaching the final position of Flight Service Manager.This position involved managing cabin crew on various areas of responsibility. I would operate on the ground in an operations manager capacity dealing with performance reviews, VIP/Customer Relations improvements, in-flight service development etc. I would also fly as chief on international routes to asses crew performance and to also operate as a trainer and CAA safety tester/trainer, along with developing business improvements and building a personal repour with many VIP customers.