As a member of the Construction management team, I am responsible for achieving business transformation through the development of a construction business strategy and improvement in its operating platform. Specific responsibilities include:- Lead the senior management team through the formulation of its first comprehensive business strategy.- Partner with key stakeholders to ensure the strategy is developed, endorsed and implemented to maximize delivery capacity.- Drive the implementation of the strategy across the business.- Identify opportunities where the business can transform its current operating model to achieve greater value.- Lead the review of the business’ operations to ensure current tools, systems and people are efficient and effective.- Lead the implementation of solutions identified to address opportunities.- Identify opportunities to further leverage technology.- Work closely with the senior management team to prepare, evaluate and implement individual business cases as required.- Develop and champion a program to improve gender diversity within the Construction business.

Support the Chief Investment Officer in oversight of operational activities and deliver process improvements across Mirvac’s investment portfolio, including residential, office, retail and industrial assets. Specific responsibilities included:- Conducted a review of a business unit to identify challenges to the achievement of the Group’s integrated operating platform and provided recommendations to resolve across people, processes and systems.- Advised management on an upcoming strategic review and resulting restructure. - Contribute to the development of an ongoing Investment management strategy.- Provided meaningful analysis and insights to the CIO to assist in well-considered operational decisions.- Member of the Group’s Business Transformation Steering Committee and Business Intelligence IT Steering Committee to provide oversight and support achievement of benefits. - Director on numerous Mirvac subsidiary Boards, both active and passive entities.

Responsible for the design, delivery, implementation and embedment of an internal audit change program to deliver the evolution of the Internal Audit function to a value-adding business partner across the Mirvac Group.Notable achievements included:- Implemented a unique co-source delivery model utilizing a mixture of in-house and external specialists to maximize value-add to the business while further developing in-house capability.- Developed and implemented a framework and tool to assess management’s risk awareness and responsiveness levels as part of internal audits.- Implementation of business feedback program which consistently reflected very high levels of business satisfaction.- Development and implementation of a technology solution to track the resolution of internal audit findings resulting in a marked increase in the timely resolution of findings.Specific responsibilities included:- Preparation and delivery of Audit, Risk and Compliance Committee papers.- Development and delivery of Mirvac's risk-based annual internal audit program across the Group utilising a mixture of internal and external resources. On average 20-25 audits were delivered annually.- Development and implementation of a strategy, including frameworks, structures, processes and tools to deliver consistently high-quality Internal Audit activities.- Acting as Mirvac’s Whistleblower Officer, regularly conducting confidential investigations.- Leadership and development of the in-house Internal Audit team of three.- Contributing to continuous improvement of business systems, processes and the overall control environment and culture. - Delivering synergies between Mirvac’s Internal Audit and Risk functions as well as Mirvac’s External Audit provider- Driving and monitoring the resolution of Internal Audit findings across the Group. Supporting the provision of the Group's semi-annual internal control certification processes.

Member of the NSW Diversity Committee working to improve the diversity of the property industry.

Independent member of the MSL Audit, Risk and Compliance Committee utilising my financial, risk and internal audit experience and expertise to ensure robust governance.

Brookfield Infrastructure Partners f/k/a Prime Infrastructure, Babcock & Brown InfrastructureFrom the commencement of my role as Babcock & Brown Infrastructure’s Risk Manager through to my final role with Brookfield Infrastructure, I took on a wide range of responsibilities including:Board Reporting- Responsible for the provision of high-quality verbal and written reporting on risk management, OHSE and internal audit to the Group Board and/or its Committees.- Provided advice and delivery support to Directors of the operating assets.Risk Management- Development, implementation and promotion of a risk management framework encompassing Corporate and the Group’s global operating assets across diverse infrastructure industries. - Management of, and reporting on, the Group’s top risk profile and oversight of the operating assets’ risk management frameworks and reporting.- Maintenance and embedment of the Enterprise Risk Management system. Internal Audit- Oversight of all global outsourced internal audit activities, liaison with external service providers and development of risk-based internal audit framework.- Implementation of quarterly finding follow-up and service provider feedback processes.Occupational Health, Safety & Environment (OHSE)- Oversight of Group OHSE activities, including chairing OHSE Executive Committee meetings, development and monitoring of Group incident and management KPI reporting.Information Technology (IT)- Project managed the separation of Prime’s IT network from its former parent to be a standalone network, delivering the project on-time and 10% below budget ($800k). - Retained ongoing responsibility for all IT activities including policy development, disaster recovery, IT support, contract management and asset management.Project Management- Managed the relocation of 40 personnel including location selection, lease negotiation, office fit-out and relocation activities, delivering the project on-time and on budget.

Risk Management - Managed liaison and reporting relationships with key stakeholders, executive management and Audit Committees across industries, consistently exceeding stakeholder expectations resulting in further engagements.- Developed a risk management framework for the Finance function of an ASX-listed property company including training, facilitation of management workshops and Board reporting.- Managed an implementation team for an enterprise risk management framework of an ASX-listed utilities company.Outsourced Internal Audit- Delivered high-quality verbal and written internal audit reports to Audit Committees and Executives.- Led multiple teams in the development and execution of annual internal audit plans, investigative reviews and business process improvement projects for ASX-listed property and infrastructure companies.People Leadership- Nominated to participate in mentoring program for high performance females.- Appointed graduate recruitment leader for Risk Advisory Services business unit (approx 250 professional staff).- Coached and mentored junior staff resulting in nomination as “Counsellor of the Year”.- Selected to facilitate classroom training and present at staff career development conferences.

Outsourced Internal Audit / Sarbanes-Oxley 404- Advised executive and senior management of a Fortune 50 health insurance provider in a review of its Delegations of Authority procedures by identifying key trends, developing a future, scaleable framework and sitting on the project Steering Committee.- Managed a pre-implementation program risk review of strategic alliance initiatives.- Managed multiple teams in the execution of annual internal audit plans, investigative reviews and business process improvement projects for ASX listed property and infrastructure companies.- Managed a team of ten in the execution of the Australian portion of a global implementation program.Risk Management Services - Analysed the CEO/CFO certification processes for numerous ASX-listed companies directly reporting to executive and senior management.- Advised on the development of a blueprint of a financial risks and controls model with a future-state enterprise risk management model for an ASX-listed international airline.Team Management- Appointed training strategy leader for the business risk management team of 60. - Implemented quarterly senior consultant and consultant meetings to ensure a direct communication channel with management and Partners, measurably improving employee morale.

Responsible for planning, execution and reporting activities to support the delivery of external and internal audits of large listed entities. Most notably:- Led a team of 12 in the execution of audit and assurance services for a Fortune 50 retailer including financial statement audits, SOX 404 documentation and testing, SEC filings and comfort letters. - Coordinated three multi-location teams in the execution of audit procedures for a market-sensitive divestiture of a Fortune 50 company.- Selected as project manager and strategic advisor to an international Fortune 100 manufacturer on its Sarbanes-Oxley 404 implementation.