Led by our values in everything we do – Sincere, Trusted, Attentive, Respectful and Supportive - focused on hiring, retaining and partnering with people that share this value set. Committed to creating inclusive and sustainable local communities where people with complex care needs can thrive, in a high-quality, friendly and supportive environment.Dedicated advocate for improving access to sustainable, client-centred, in-home, care solutions across Australia.

Provided strategic leadership, direction and management of the local health network finance function to facilitate, support and enhance the ability of the network to optimise quality health care and to achieve performance standards established in the service Performance Agreement and value for moneyAdvised the Executive Management Team and Board in relation to plans and actions required to support delivery of strategic and business objectives (including compliance with statutory obligations and standards)Led the strategic development and coordination of a range of business support services and activities, including the monitoring and improvement of non-clinical contracted services, assets and capital infrastructure programsMaintained oversight of AusHealth Corporate (a wholly owned private company), provided regular updates, advice and support to the CEO and Board

Reframed and led a complex hospital services reconfiguration programme, gaining local and national support from diverse stakeholder groups, and secured gateway approval to progress with the reconfiguration and unlock national funding of more than £300m

Reframed and led a complex hospital services reconfiguration programme, gaining local and national support from diverse stakeholder groups, and secured gateway approval to progress with the reconfiguration and unlock national funding of more than £300mWorked closely with senior leaders and stakeholders to ensure business continuity and timely clinical and operational decision-making during the COVID pandemicTransformed working relationships with health system partners and key stakeholdersProgressed the development of the health and care system’s acute care transformation programme

Led a refresh of organisational vision and strategy followed by the development of long-term goals, working closely with staff, partners and other stakeholdersWorked closely with senior leaders and stakeholders to ensure business continuity and timely clinical and operational decision-making during the COVID pandemicDeveloped a strong strategy and planning framework across the organisationLed the transformation of the Trust's performance reporting (introducing statistical process control charts and methodology) and strengthened performance management frameworkLed the development and implementation of the Trust’s improvement hub, focusing on accelerating and embedding strong project management disciplines and continuous improvement at every level of the organisationRecommended key changes necessary to progress the health and care system’s acute care transformation programme

Led the development and implementation of integrated strategy and long-term plans, working closely with partners and stakeholders, defining clear targets and metrics for successDeveloped and secured buy-in to an ambitious digital vision that earned additional national funding. Enhanced the organisation’s information and analytical capabilities to improve decision-making

Advised and supported the leadership team in developing and driving forward various new initiatives and plans linked to targeted improvements in organisational performance. Reviewed and advised on internal performance management framework and controls

Led the development of a five-year business plan describing how strategic issues, challenges and opportunities would be taken forward, engaging with key stakeholders to gain their buy-in and supportDeveloped and implemented a financial recovery strategy and plan, securing board and key stakeholder supportLed the development and implementation of a project to rebalance non-acute bed capacity across the local health system

Secured ongoing financial support for Queensland Health’s digital vision and programme, making sure that eHealth Queensland had sustainable funding sources for its long term plansLed the development of plans and secured funding, partnering with Microsoft, to support agile working transformation across Queensland HealthLed the design and management of annual state-wide Digital Expo, securing sponsorship from private sector organisations to ensure event was cost neutral for eHQActed, with the leadership team, to address deep-seated cultural and behavioural issues

Led the development and implementation of a portfolio of state-wide transformational change initiatives across QH ($100m+ program), including a new state-wide Laboratory Information SystemLed a review of HSQ’s vision, strategy and plans that focused on ensuring that services continued to remain relevant and fully aligned with the future ambitions of Queensland Health

Developed and implemented a new strategy and operating model for Queensland Health's procurement and supply functions to deliver greater end to end value from the supply chain. The new model focused on three primary improvement themes: customer and supplier relationships, strategy in decision-making, process optimisation and system development

Constructively challenged Pathology Queensland’s (PQ’s) submitted response to a government tender for the provision of pathology services in a new hospital. As a result, PQ submitted a revised bid, supported by engagement with key stakeholders, and succeeded in securing a long term service contractLed the development and implementation of a new commercial business strategy for PQ, introducing laboratory by laboratory performance approach and transforming pricing arrangements

Led the development of Deloitte’s national financial improvement offer to prospective clients across the health sector, supporting health organisations to maximise the value delivered from every dollar spentLed a consultancy engagement to support the Sunshine Cost Hospital and Health Service transition health services into a new purpose-built hospital, which included the creation of a new target operating modelLed a number of other health sector engagements that centred around business transformation and financial improvement, with specific focus areas including strategy and planning, efficiency improvement, governance, risk management, process optimisation and performance management

Joined an organisation in financial crisis with an unprecedented (at the time) newly discovered recurrent financial deficit. Developed a credible turnaround plan that responded appropriately to the financial challenge, secured stakeholder buy-in, and worked with key stakeholders to put in place detailed underpinning improvement plans. Developed the Trust’s response to subsequent parliamentary enquirySecured substantial additional national funding that was necessary to provide sufficient working capital to continue trading. Worked strategically with regulators and senior government departments to identify longer term funding options and solutions

Led an organisation that had previously been unsuccessful, through a successful Foundation Trust application process which gave the organisation substantially more autonomy and decision-making authority. Developed the underpinning Integrated Business Plan and Long-Term Financial Model and worked with the leadership team to put in place the associated delivery programmeDrove the implementation of programme management methodology to ensure delivery of the Trust’s plans and improvement objectives

Led the development of the organisation’s strategy and business plan. Led negotiations with fourteen individual commissioners to secure funding for the Trust’s business planTransformed the Trust’s approach to risk management, developed and rolled out a performance management framework across the entire organisation

Led a full review of the IT function and provided recommendations to the Group Chief Financial Officer that were subsequently implemented (annual revenue of £35m, employing 280 people), including opportunities for cost savings, improvements to value delivery and the implementation of a business-wide recharging mechanism for IT services

Led the division’s input into the delivery of British Energy’s goal to relist on the UK stock market in 2005. Ensured that the Group had sufficient cash headroom to cover all ‘reasonable worst case’ trading scenariosPlayed a key role in developing the strategic goals of the trading business and in establishing strong business planning and performance management processes; delivered a step change in the performance of the credit control team

Led the transfer of the sales operation of one of E.ON’s German subsidiaries (annual turnover £50m per annum).Played a lead role in identifying and implementing best practice ideas linked to benchmarked performanceProgramme-managed the delivery of £2.5m of technology projects, including the development and implementation of a web-based sales channel, that delivered savings of £1.5m per annum

Led pricing, financial performance and risk management functions for electricity and gas sales to businesses, improved middle-office functions and reduced financial risk by £10m per annum