As Chief Operations Officer at Australani, I lead the organization in delivering holistic healthcare solutions that prioritize patient-centered, integrative care. My role encompasses driving the strategic vision, ensuring that Australani remains at the forefront of innovative green medicine while upholding the highest standards of clinical excellence. I work closely with a team of dedicated professionals to expand our service offerings, including executive health, mental health support, and chronic disease management, all designed to meet the unique needs of our diverse patient base.My responsibilities include overseeing the operational and financial aspects of the organization, ensuring that all practices align with our mission of promoting sustainable, high-quality healthcare. I champion a culture of continuous improvement, fostering collaboration and innovation within the team to enhance service delivery and patient outcomes.In addition to managing day-to-day operations, I focus on long-term strategic growth, forging partnerships, and navigating the complex healthcare landscape to position Australani as a leader in the field. By integrating advanced medical practices with a commitment to environmental sustainability, I ensure that Australani not only meets but exceeds industry standards, offering our patients a gold-standard healthcare experience that is both effective and ethically responsible.

Responsible for leading Cronos Australia operations as a market leader within the medicinal cannabis industry, providing patient centered care to thousands of chronically ill patients nationwide. With 100+ employees nationally the operations provides various B2B and B2C services to support natural healthcare.

I have been cofounder of Jam Berry for over 12 years and have taken a more active role in our family business.Notable achievements:• Business change transformation, to facilitate the scaling up on the business operations• Rollout of new and updating of business systems and process improvement; accounting package and CRM/lead generation system

Leading all facets of Tweed River Care Community. This comprises of operationally: clinical teams, social and recreational teams, administration team, facilities maintenance team, kitchen and food service, laundry and housekeeping, allied services. Strategically I am responsible for the P&L, future growth and the strategic direction of the home.

The COO role required I provide leadership of all operational and business functions, ensuring that these unpinned and supported the vision and strategic direction of the College, deliverying on learning outcomes.Notable achievements:• Focused leader, recognized for delivering superior resultso $17.5m new build and redevelopment of learning spaces, ensuring 21st century design layout with seamless integration with technologyo Implementation of technology systems to embed and ensure consistent and effective delivery of services; TASS, FACTS, FlareHR, Complispace, Digistorm• Reshaped the culture and the organisation to empower positive change and innovation• Embedded strategic planning, operational management through lean six sigma techniques• Decision making through the use of quantitative data and analyzing opportunities.• The development of key talent within the College embedding empowerment within teams and individuals

NBN construction undertook a restructure to position the business to meet the increased scale in construction required to enable the throughput planned in the integrated operating plan. This role while managing a portfolio of programs, is primarily focused on change and operations management. This has been achieved through effective collaborative people leadership, use of a clear business purpose, supported by efficient process and continuous improvement.Responsible for the New Developments program for Queensland, Greenfield MDU program, Complex Premises program, Fibre to the basement, High value MDU point to point transit links. Key achievements:• Leadership of the business through the transition and embedding of sustainable change, delivering on New Developments and program outcomes • Output improvements through key strategic planning and execution• Leading Queensland Regional Deployment, process improvement team – identifying issues and undertaking steps to embed positive change• Leadership of collaborative outcomes with business partners; improved construction processes, seeing the number of defects, and variations dramatically reduce per project

This role was driven by the large number of issues that had arisen in New Developments and as a result of the change in construction contract – outsourcing from Fujitsu to a new delivery partner Visionstream. In this new contract model, NBN Co had greater involvement in the design and build. Key achievements:• Organisational restructure of the business; embedded with McKinsey Co consultancy team to review, consult, engage and undertake a restructure of the construction elements of NBN Co. The outcome was a business wide restructure of the construction arm of the business (over 2,200 FTE employees). Reduced timeframe for planning through to practical completion was achieved – 16% reduction in deployment delivery.• Strategic refocused the effort back into getting the network (pit and pipe) correct before undertaking planning and design. As a result, this has allowed for more accurate designs which have seen “in service” lead times reduced. Implementing dilapidation surveys allow for richer information on the state of the network. This then allowed more accurate design and less reworked designs.• Leadership of collaborative outcomes with Visionsteam to ensure improved construction processes, seeing the number of defects, and variations dramatically reduce per project. It was not uncommon to have over 60-70 defects per project. Post collaboration, defect would be around 5-10 per project. Major defects were all but eliminated as a result.• Managed team of Field Supervisors (23 supervisors) to ensure the build and quality was to the standard NBN Co required. I reorganised the team to allow for great flexibility in the way jobs were assigned. As a result, this has enabled the workforce size to be much more effective and have limited the need for additional resources. As a result, QA, QC, HSE teams could continue undertaking their duties as they were be seconded into filed supervisor roles to meet demand.

Leadership of the New Developments National Design team (secondment)Key achievements:• Increase in design releases volumes to business partners through reorganising people and system resources• Process improvement initiatives implemented - quality control and improvements in designs

Leadership of the National Planning and Design team, for the national brownfields construction program. Key achievements:• Significant improvement in design output and quality from the national design teams. This was the first time the monthly targets had ever been met in over 12 months with fit for purpose designs.• Structural change management; team leaders, senior fibre planners and fibre planners• Processes improvement initiatives to improve the quality in the design delivery.• Improved response times back to key stakeholders

Responsible for managing the construction of one of the first five release sites in Australia – Townsville, for the National Broadband Network. Key Responsibilities:• Site management – construction, HSE and quality assurance of build• Development of construction methodologies• Responsible for the delivery of the project• Negotiations principal contractor• Variation approval• Management of project teamKey Achievements:• The construction of one of the first FTTP sites in Australia as part of the national fibre optic rollout• The construction of the passive and distribution networks in Townsville for the National Broadband Network

Project managing contracts, land access, design and approvals for gas, water and civil construction projects. The role entailed managing both internal and external projects; contractor management, tender evaluations, stakeholder management and negotiations.• Proposal development• Scheduling• Budget development and tracking• Managing internal external project resources• Managing expenditure• Site supervision• Presentations and meetings with government agencies• Presentations and negotiations with Indigenous groups and stakeholders• Meetings with landowners.• Report development and reviews

Managing multiple projects concurrently – commercial land development, commercial construction, commercial fit outs, residential land development and residential construction. I was involved in all the stages of the project from the initial feasibility studies through planning and approvals, scheduling, budget tracking, procurement and management among multi-disciplinary teams, subcontractors, clients and project closeout. Major Projects:• $14.6 mil civil construction of a commercial multi use space (office, gymnasium, restaurants, function rooms & auditorium). • Manage the fit out of all tenancies for the above building.• 132 lot residential development – Qld• 153 lot residential development – Qld• $1.8m development of a childcare centre (74 children) – Qld• $3.8 m development of a childcare centre (150 children) – QldKey Responsibilities:• Managing civil and land projects• Preparation of financial feasibility of land and civil projects• Identifying the profitability and risk of new ventures• Managing engineering, architects, environmental and landscaping consultantsKey Achievements:• Improvements in acquisition strategy through to execution• Increased margins on projects through improved project management and project controls

Key Responsibilities: • Management of the Finance and Commercial department and IT group• Reporting companies result to the managing director• Liaise with clients, financial institutions, accountants, solicitors and other external advisers• Training and development of staff • Creditor, debtors, assets and cash flow management and analysis • Analyse new business opportunities and projects• Review and amend contracts – insurance, lease documents• Production of monthly consolidated financial accounts and review• BAS preparation and lodgement• FBT review• HR issues – guidance payroll clerk• Guidance in production of annual financial accounts• Establish and manage company insurance policies• Management of company audit requirements• Accounting software developmentKey Achievements:• Identified profit margin growth strategies.• Restructured the organisation to focus on the core business.• Streamlined and simplified business processes.• Significantly improved reporting within the group.• Established KPI’s for the operational units.• Rolled out video conferencing across Australian offices.• Managed the implementation of VOIP across the country.

BDM in the business services division.Key Responsibilities:• Management of staff, performance reviews, objective setting, timesheets and billing• Contract negotiations• Establishment of the business plans for the group• Preparation annual financial budgets and review• Managed marketing strategies and campaigns - new business sales• Business consulting to the following major clients in the following sectors: Hospitality, Gaming and Racing, Engineering and construction, Mining, Property development and management, Agriculture, Shipping & Transportation, Manufacturing, Employment Services, Medical Diagnostics, Insurance Key Achievements:• Established a new structure for the Professional Services group• Established vertical specialisation for ERP solutions

Consulting services on various finance and accounting projects and to provide consulting, support and project management services. Key Responsibilities & achievements:• Managed the setup of an accounting team for a new office in London• Established the standard accounting processes and support infrastructure for new office • Managed the implementation of a Fixed Assets system in Pakistan• Provided consulting and general accounting issues• Support for the accounting system operations globally

Key Responsibilities:• Management of the accounting and IT groups • Accounting group – Personal assistants, senior accounts, accounts payable, accounts receivable, human resources team, payroll reporting team and maintenance teams• Information Technology – Desktop support, networks support, systems support and communications• Provide advice to all profit centre mangers in fulfilling their financial responsibilities• Implementation of appropriate management accounting systems and controls• Monthly management reporting• Product costing & analysis• Provision of financial direction to General Manager • Preparation & implementation of budgets and forecasts• Variance analysis• Cash flow management & analysis• Capital Expenditure managementKey Achievements:• Business restructure – entire Aruba finance and IT operations and turnaround business units• Managed the implementation of a cost tracking for projects in the refinery• Management and implementation of a new warehouse, inventory management system and finance system

El Paso Energy had the following operations:- Philippines – Bunkering and terminal operations, power & pipeline sites, fuel distribution operations, Australia – gas pipelines, UK – crude oil trading operation, Estonia – shipping and trading operation. All of these operations were accounted for out of Subic Bay free port zone in the Philippines, consolidated reporting to the head office in Houston, TX. Key Responsibilities:• Lead a team of around six accountants, 40 accounts clerks and responsible for the daily operations of the finance department out of the Philippines• Responsible for the group consolidation and preparation of budget and forecasts• Monthly and ad hoc financial reports to head office management• Establish, maintain and implement internal control procedures• Oversee all aspects of financial and management accounts from preparation to reporting to management• Ensure all accounts are prepared in compliance GAAP principles• Oversee internal and external audits• Responsible for the management of the debtors and creditors control• Supervise and attend to the cash flow requirements of the group subsidiaries• Analyse financial information and highlight areas of weaknesses and improvementsKey Achievements:• Improved company's reporting through the implementation of tighter internal control methods and reporting• Standardised chart of accounts across operational units to allow consistency in data entry and accurate consolidation