(a) Led one (1) employment lawyer, one (1) IR specialist, two (2) IR administrators, and four (4) Employee Relations specialists.(b) Designed and implemented a contemporary employment and industrial relations law business model; significantly reducing external legal spend.(c) Advocated and litigated the following disputes: (a) Unfair Dismissal claims, (b) Discrimination & Human Rights claims (VCAT), (c) Bargaining Order applications (d) Genuine Redundancy claims, (e) General Protection claims (FWC & FCA), and other employment and industrial relations matters.(d) Negotiated 7-unionised Enterprise Agreements in consideration of Blackstone (private equity firm) and Crown CEO’s competing industrial relation agendas (Unions - UWU, ETU, CFMEU & PPTEU). (e) Advised and informed the 3-property boards and CEOs on matters pertaining to Enterprise Agreements, and Employment and Industrial Relations law, including legislative changes.(f) Provided IR oversight and specialised IR governance and compliance advice to the FWO remediation and workday project, including resolving underpayment disputes.

(a) Led a team of two (2) employment & industrial relations lawyers and four (4) industrial relation managers.(b) I set the organisation's Employment Law, Employee Relations, and Industrial Relations strategy and road map in support of the organisation's circular economy and growth strategy.(c) I unified, modified, harmonised, and consolidated 106 unionised enterprise agreements; ensuring lawful and commercial and sound industrial practices that underpinned strong organisational and payroll governance and compliance.(d) I represented the Company in Employment Law and Industrial Relations Law matters in the relevant commissions, tribunals, and courts; significantly reducing year-on-year external legal spend (ie, $424k savings in year 1) and legal resolution costs.(e) I reset the organisation's ER | IR foundations, establishing stronger governance and compliance and ER | IR capability within the HR community and frontline operators; driving greater agility and efficiency and flexibility in support of client services and organisational growth.(f) I optimised current and prospective legal and industrial policy reforms and judicial decisions to identify commercial and industry growth opportunities whilst mitigating real business risk.(g) I provided written and oral employment law and industrial relations law advice on complex matters of law at all levels of the business.(h) I effectively managed militant union(s) in enterprise bargaining, union rules and coverage, rights of entry, industrial action (lawful & unlawful), interpretation of industrial instruments, and numerous other union disputes - (unions included, CFMMEU, TWU and AWU).

(a) Led an ER/IR team of three (3) employment lawyers and one (1) IR/ER advisor across Australia.(b) I designed and implemented a contemporary employee relations / employment law business model; reducing $500k in external legal spend to $0.(c) I set the industrial relations / employee relations strategy and tactical plans across all industry segments; applying commercial concepts that challenged existing industry thinking, existing and emerging legislation, union and political agendas, and judicial decisions.(d) I represented Sodexo in federal and state courts, the Fair Work Commission (FWC), and various employment and human rights and discrimination tribunals. (e) I litigated the following claims: Underpayments; Unfair Dismissals, General Protections, Bullying, Human Rights and Discrimination, Redundancy claims, and numerous other employment matters.(f) I reduced contentious legal matters and costs year-on-year.(g) I managed the enterprise agreement bargaining processes; including disputation pertaining to the approval of an Enterprise Agreement, non-party interference, the BOOT, genuinely agreed, fairly chosen, and award coverage. (h) I effectively managed militant union(s) and union alliances in enterprise bargaining, rights of entry, interpretation of industrial instruments, workplace disputes, and numerous other union disputes - (unions included, CFMMEU, MUA, MUA/AWU Alliance, AWU, United Voice, CSPU, WAPOU, ETU, and the HSU).(i) I recalibrated the human resources and industrial relations governance and compliance systems and standards across the business; mitigating poor people practices and risks of underpayments. (j) I changed (at a regional and local management level) the organisation’s thinking and behaviours in terms of how the business contracts with existing and prospective clients and its people decision-making processes.

(1) I substantially reduced contentious legal matters and claim cost year on year.(2) I appeared and advocated (in all states and territories of Australia) in the Federal Circuit Court of Australia, the Industrial Magistrates Court, the Fair Work Commission (including full bench matters), and various other employment tribunals (ie. equal opportunity and human rights) in areas of Employment and Industrial Law.(3) I litigated the following areas of law: Underpayments; Unfair Dismissals, General Protections (FWC & Federal Court), Human Rights and Discrimination (state & federal), Redundancy claims (jurisdictional objections, breach of contract, OCTL & s.120 applications), Repudiation and Breach of Contract, F10 Disputes, Jurisdictional Powers, and numerous other employment matters.(4) I managed (and appeared for) the approval of numerous Enterprise Agreements in the FWC, including such matters as non-party interference, BOOT, genuinely agreed, fairly chosen, award coverage and scope, s.188(2) of the FW Act, and appeals to the FWCFB (s.604 off the FW Act).

(a) Led a small team of Human Resource professionals.(b) I set the human resources, employee relations, and industrial relations strategies and service delivery models.(c) I provided written and oral advice to global and local management, including to members of the Human Resource community, on all aspects of employment law and discrimination law and workplace health and safety law and compliance. (d) I developed and delivered employment law and industrial relations learning frameworks, guidance tools, and real-time operational support to the HR Business Partnering community and operational management. (e) I conducted quarterly commercial contract performance reviews against financial metrics, organic growth metrics, labour cost / brand risks, and safety metrics delivering to budgeted GOP, EBIT and EBITDA targets.

I elected to complete my Master (JD) of Laws (completed in 2013) and my Graduate Diploma in Legal Practice (completed June 2014) in a full time capacity.

Nissan’s group consisted of five (5) business entities spread across Australia and New Zealand (Nissan, Infinity, Nissan Finance, & Renault). My role had coverage of all the Australian and New Zealand business entities.(1) Led two (2) commercial lawyers, one (1) franchise lawyer, one (1) financial services lawyer, and seven (7) Human Resources practitioners.(2) I was a lead architect of several well-defined “whole of organisation” re-design and re- structure programs across the Australian & New Zealand businesses.(3) I designed and implemented a contemporary legal model across the Nissan group, which included value-add initiatives and recharge models within the franchise network.(4) I developed contentious and non-contentious employment and industrial law strategies and tactical plans in multiple jurisdictions across Australia and New Zealand.(5) I effectively managed (and advocated) contentious Employment, Industrial Relations and Product liability disputes, including matters heard in FWA, VCAT, QCAT, CTTT, HREOC, the Magistrates Court (Vic), the County Court (Vic), and the Supreme Court (Vic) and New Zealand Industrial Courts.(6) I advocated commercial contract disputation, ACCC and Australian Communications and Media Authority (ACMA) disputes without cost, penalty, undertakings, or adverse media coverage.(7) I negotiated national and multi-site union industrial agreements limiting the scope & coverage of the agreements, removing the ASU, reducing the AMWU’s influence in Nissan’s systems of works and labour models.(8) I designed and delivered a corporate governance and risk strategy, frameworks and reporting systems across the business groups.

I was responsible for the Human Resources & Workplace Relation functions for the Australian and New Zealand business.KEY COMPETENCIES- Enterprise Bargaining and dispute resolution (S. 739 of the FW Act).- Organisational design & restructure programs.- Workplace relations and industrial relations strategies.- Employee separation strategies.- Advocacy.- Labour modeling, workforce planning, and labour cost management.- Project management.- Talent mapping, acquisition and pipelining, and mobility.- Performance management systems. - Remuneration & benefits strategies.- Workplace investigations.- Corporate governance and risk management.- Employment brand and value proposition strategies.- Policy development. - HR benchmarking and analytics

I had national responsibilities for delivering HR & Workplace Relations across the Tattersall’s, Unitab and the Bytecraft business; and advising on Workplace Relations matters for the Merger & Acquisition of the Golden Casket and the sale of the Bytecraft (Entertainment) business.

I had national responsibilities for delivering HR & Workplace Relations across the business.

My key responsibilities were to scope and deliver the department’s change management project on time, to quality, to budget, and within the broader ‘whole of government project’; and to assist the Workplace Relations Manager in all matters of dispute, including supporting the Australian Industrial Relations Commission hearings, employee termination strategies, and policy review and development.