The 23 retirement villages in Queensland and Victoria with 1,117 independent living units has been added into my portfolio and the full range of services from retirement living to home care and residential aged care has been rebadged as Seniors Living. Our focus is to ensure our customers live their best and most fulfilled lives whether that is at Their Place or Our Place.

The Churches of Christ in Queensland operates a number of aged care service related operations including 28 residential aged care services (27 in Queensland and 2 in Victoria) with over 2,100 bed licences and a thriving home care operation that delivered services to 10,828 customers in 2019 / 2020. I am accountable for these operations as well as the clinical governance function.We have been achieving residential aged care occupancies that are between 5 and 7% higher than industry average. Our home care portfolio is expanding at a compounding annual rate as we move into new markets. In December undertook a structural review that saw residential aged acre and home care coming together under a combined regional manager and general manager leadership structure.

The Salvation Army provides industry-leading care across the nation, specialising in dementia, mental health, spiritual and palliative care in 20 residential aged care centres, seven retirement villages, one respite and day centre and a range of Home & Community Care programs assisting older Australians in their home. * Led a strategy setting process that pivoted the organisation to focus on the financially vulnerable and the homeless;* Provided leadership and direction during the first three and a half months of the COVID-19 pandemic that resulted in zero cases of the virus in our locations while still preserving open access to our Centres for visitors;* Delivered open and frequent communications with residents, clients and families including 287 pieces of written communications over the period, a number of YouTube videos (https://www.youtube.com/watch?v=ZE1CSKA_rpQ&feature=youtu.be) and the introduction of fortnightly question and answer sessions for residents and families hosted on Zoom across 28 sites (https://www.youtube.com/watch?v=ABDH-DRrFGE&feature=youtu.be);* Delivered residential aged care occupancy that was 5% higher than the industry average for not for profits and 6% higher than for profit providers;* Led the investigation and delivery of 28 submissions to the Aged Care Quality and Safety Royal Commission in response to their request for voluntary submissions; * Kick started a moribund development project and secured funding to develop a residential aged care facility to a Northern Queensland community that had worked for 26 years to find a provider to open a facility in the town;* In addition to the National Director role, held the General Manager Residential Services role and separately the General Manager Care Quality and Compliance role for extended periods.

Committed to being customer led, BUPA has identified a range of customer pain points for our Health Insurance members and mapped these into Customer Episode journeys. Using Human Centred Design (HCD) and Agile methodologies the Episode Delivery team has been set up to tackle these significant challenges. We use intensive customer research, design sprints and prototyping to rapidly develop MVPs for deployment into either production or into the business directly.

Accountable for all channel sales and upgrade revenue across New South Wales and ACT and have line management responsibility for the 36 retail stores across the two states. New South Wales has one third of the total Bupa national Health Insurance membership and under my tenure secured and held the largest marketshare for a private health insurer. Bupa is also the fastest growing health insurer in the ACT. In both states we are achieving considerably higher than overall market growth and in the last year we have delivered quarter on quarter lives growth typically between 150% and 250% higher than our nearest competitors. In the past 12 months we have accounted for 51% of total industry growth in NSW and 41% of total industry growth in ACT.Exceeded revenue targets in the 2014 and 2015 financial years and deliver record breaking operating expenditure savings. Continuing on from the 2014 improvement in the annual people survey results, the 2015 survey delivered a 4.6% year on year increase across all 50 questions.Customer Net Promoter Scores improved during 2105 in a range between 4% and 13% (Service and Sales).

Independent business advisor to the private and not for profit sectors. Current projects include providing specialist consultancy services to a NZX listed company and an organisational structuring exercise for a tier 1 home care services provider. Prior projects have included business advisory, restructuring, HR consulting, new market research for a New Zealand exporter, new market and product development for a SaaS company, business strategy, early stage start ups and executive coaching. Completed my MBA (2012) and cared for ill family members (2012/13).

Privately owned New Zealand company. Range of company entities from significant industrial landholdings and development of Auckland (www.southparkcorp.co.nz), masterplanned residential communities (www.kensingtonpark.co.nz). luxury lodges (www.treetops.co.nz) and a utilities company. * Highly skilled at restoring and building confidence in a product - took a master planned residential community out of receivership and achieved US$38m of sales in a 20 month period;* Experienced in building consensus and negotiating positive outcomes with stakeholders - successfully steered through a zoning private plan change in which 97% of what was requested was granted;* Adept at the identification of new opportunities and markets - led the acquisition and redevelopment of a office tower block taking the company into a new market segment;* Grew net assets by 21% over a 14 month period;* Learnt to be a more adept ‘worker of opportunities’ under the tutelage of an entrepreneur / business owner who was very skilled at working every angle in a transaction and deal.

Listed on the New Zealand Stock Exchange. New Zealand’s largest provider and operator of retirement village units comprising 17 villages across the country with 2,470 units and 484 care beds with over 3,300 residents and more than 650 staff. Assets of US$924m at December 2008 and cashflow receipts from customers of US$111m at June 2008.* Highly experienced at identifying and seizing opportunities to grow the business and expand into new markets - 40% growth in the number of retirement village units under management during the period through the acquisition of 3 villages, a greenfields village development and brownfields development in existing villages;* Very experienced leader - recruited, led and developed my executive team enabling skilled functional specialists to operate seamlessly as a team. 50% of the appointments were internal candidates on the basis of succession planning;* Highly skilled at building and maximising relationships from a Maori joint venture through to investor relations;* Very competent at balancing competing internal and external perspectives and pressures, e.g. commercial goals and social needs - operated a care for the elderly business which had investment bank shareholders focused on high returns;* Highly adept at stakeholder management – led and operated a listed company with an offshore private equity 82% shareholder;* Very strong advocacy skills – lobbied central and local government around the needs of the industry from local rating exemptions to Code of Practice and associated legislation lobbying of Government and Opposition;* Full balance sheet and P&L accountability. Highly skilled in the setting and implementing budgets and delivering on financial targets;* Experienced negotiator in areas such core banking facilities and specific development facilities (US$84m), dealing with Health Boards around licensing and negotiating with Central Government around codes of practice;* Undertook US$124m of development.

* Leadership of the village management, regional clinical co-ordinators and support office operations teams. Became highly skilled at gathering information from functional technical experts in healthcare, identifying trends and issues and leading and implementing change;* Provided operational strategy, direction and implementation for the business;* Introduced and rolled out the organisation’s Mission, Vision and Values to all employees;* Accountable for village and care facility financial performance and resident satisfaction (85% in ‘04 and 92% in ’05);* Ongoing business and operational review and associated change management. Completed a contractual variation exercise across all residents in the 13 villages (approx 2,200 residents) resulting in a 100% take up of the variation; * Lead negotiator in union collective agreement negotiations;* Undertook efficiency reviews to develop optimised structures for service delivery within villages and care facilities.

One of the Big Four chartered accountancy and advisory firms. Offices in Auckland, Wellington and Christchurch.* Accountable and responsible for Human Resources strategy, direction and implementation;* Became highly skilled and adept at the art of influencing partners and securing positive outcomes and change from dominant and intelligent personalities;* Led the people integration in the merger with Anderson in 2002. This involved organisational analysis and integrating structures, employment contract negotiations, team integrations, restructuring and redundancies, office space reorganisation and team / firm culture development;* Membership of the Management Board of the firm;* Led a team of nine staff;Provided:o Talent management and employee engagement strategies and initiatives;o Remuneration strategy and advice;o Employment relations advice and management of issues;o Change management and restructuring;o Influencing, coaching and partnering with leadership and partners;o Led client servicing and leadership development training programmes.

* Accountable for the national recruitment strategy and initiatives;* Introduced preferred recruitment partners reducing the number of employment agencies from 15 to 4;* Introduced external and internal Employer of Choice branding;* Created talent management and employee engagement programmes;* Successfully implemented an industry leading summer intern programme;* Implemented a complete overhaul to graduate recruitment leading to the recruitment of better quality graduates at a lower cost.

South Africa’s largest operator of hotel accommodation. Over 55 hotel properties in South Africa and properties in Zambia and Kenya. 7 brands within the portfolio consisting of the Intercontinental brand, 4 Holiday inn brands, Formula One, a resorts brand and a game lodges brand. www.southernsun.com* Accountable for management training and development within the organisation;* Accountable for talent management and employee engagement programmes and initiatives;* Identified, sourced or developed formal and informal management development programmes;* Created individual development plans for executives and high performing managers;* Involved in large scale organisational development projects;* Undertook training needs analysis and performance consulting;* Facilitated training sessions;* Managed external trainers and consultants;* Also had the responsibilities of the Manning Manager role.

* Ensuring the organisation had access to skilled people – accountable for resource planning and provisioning strategies;* Initiated a talent management strategy through the creation and maintenance of a careers aspirations / succession planning system; * Creation of an internal vacancy system, which succeeded in ensuring 92% of all vacancies were filled internally;* Managing and analysing labour turnover – successfully reduced from 24% annually to 8% in 18 months;* Assisting line management with recruitment needs, succession, career planning and performance issues;* Providing recommendations on remuneration, job titles and staffing structures;* Assisting in monitoring Group Employment Equity Plan and provided the organisation with skilled equity candidates;* Responsible for all external recruitment relationships;* Responsible for all recruitment policies, procedures and practices being world class best practice and meeting all legislative requirements.

* Responsible for the management and facilitation of a wide range of training courses;* Undertook training and development for new hotels and hotels undergoing re-branding;* Managed and developed organisational training initiatives – Rugby World Cup, Olympics, Commonwealth Heads of Government;* Responsible for training needs analysis, training course development and the budgeting for the delivery of programmes.

Held a number of operational leadership roles in a variety of hotels (3 and 4 star properties) in South Africa and Zimbabwe