The Commonwealth entity and Public Financial Corporation that regulates, manages and safeguards the national portable long service leave entitlements for employees of Australian black coal mining industry. $2bn+ funds under management. Coal LSL is accountable to Parliament via the Department of Employment and Workplace Relations (DEWR), including through Senate Estimates and ANAO scrutiny.Responsible and accountable for implementing Coal LSL’s regulatory reform agenda, including:• Delivery of services and programs to meet the Minister’s Statement of Expectations and the Board’s Statement of Intent.• Leading the organisation's regulatory operations and practice, ensuring decisions made are fair, transparent and in line with the governing legislation.• Establishing and maintaining a regulatory model focused on the principles of continuous improvement and trust; risk-based and data driven decision making; collaboration and engagement.• Working closely with all internal and external stakeholders to execute strategies for better regulation.• Identifying potential issues, devising solutions and engaging with stakeholders, aligning with the organisations risk profile and risk appetite.• Oversee risk, compliance and assurance functions across the organisation to ensure robust, integral and proportionate decision making.• Fostering a risk-based, data centric culture of decision making that improves the regulatory function in line with governmental expectations and legislative obligations.

Equip Super was launched in October 2019 following a joint venture between Equip Super and Catholic Super. Equip members come from the energy, mining and infrastructure sector with 75,000 members. Catholic Super members are in the education, healthcare and aged care sector with 75,000 members. Equip manages in excess of $30bn for over 150,000 members and is regularly among the best performing funds in Australia.I am the chair of the Governance and Culture Committee, a sub-committee of the Board - overseeing governance, culture and people issues concerning the company.

Manage the day to day operations of the organisation, reporting to the Director of Energy Safety. Lead the Corporate Services team consisting of Finance and Business Services, Strategy, People Services, Information Services, major projects and Communications and Marketing functions. • Strategic Leadership - Led the ESV Transformation Office to enable ESV's transformation towards being a moder, proactive data driven safety regulator• Organisational Leadership - Lead ESV's response to COVID-19• Strategic Leadership - Led the implementation of ESV’s People Matter Survey action plan. This led engagement to increase from 64% in 2016 to 91% in 2019, with ESV exceeding peer benchmarks• Strategic Leadership – Established and chaired the inaugural Diversity and Inclusion working group at ESV which developed the first ever ESV Diversity and Inclusion Strategy• Governance and Risk - Project sponsor for a three year, $5m technology project, digitalising an existing licensing and certification system with over 800,000 constituent interactions/annum. Successful completion of this project to budget and ahead of schedule has delivered efficiency savings in excess of $7m/annum• Organisation and Cultural Change – Realigned executive team focus around ESV’s core purpose and strategy. This led to the exit of three senior managers from the organisation and the impact of this was illustrated in a 10% increase in the confidence of staff in senior leadership in the 2019 People Matter Survey• Financial Management - Accountable for $30m levies generated annually via charges to industry. Presented to DELWP a business case that secured approval from the Minister• Stakeholder Management – Led the negotiations of ESV’s Enterprise Agreement (EA). Successfully introduced an senior management emoploment cohort within the EA, thereby addressing one of ESV’s most significant compliance risks

- In conjunction with the Chair, enable the Commission to fulfil its governance function and to lead ESV’s strategic direction, ensuring energy safety outcomes in the interests of all Victorians- Lead a change agenda to transform the ESV into a modern, fit-for-purpose regulator that is data driven, proactively focussed on prevention outcomes, and trusted by the community- Direct the overall performance of ESV ensuring human, financial and physical tangible resources are managed effectively within corporate policies and processes against agreed targets, performance standards and objectives- Lead a highly technical and multidisciplinary teams to ensure ESV performs its functions, having regard for relevant legislation, Victorian State Government objectives and priorities- Provide highly complex, strategic and expert advice to the Commission, the Minister and departmental executives as required, to ensure the development of evidence-based policy frameworks, recommendations and decisions- Identify and oversee the management of risks and integrating risk management into ESV operations- Establish and maintain strategic relationships with stakeholders and manage their complex and competing demands- Represent ESV as a spokesperson in public forums, the media and stakeholder forums in the absence of the Chair- Develop policy and regulations to support ESV’s regulatory responsibility and operations- Drive a safe and inclusive culture across the organisation that embraces ESV’s and the Victorian Public Sector’s Values

Lead Energy Safe Victoria's transformation to a Commission, looking at:• Operating model redesign• Governance and delegations• Technology • Systems and processes• Culture and peopleLead ESV's response to COVID-19, working with staff, unions and other government bodies to ensure that the wellbeing of our staff is maintained at the same time as ESV delivering on its regulatory commitments

Led the strategy, finance, risk, change and optimisation teams for the Commercial Insurance (CI) business unit, generating over $1.5bn in annual premiums• Strategic Leadership - Led the development of the CI strategy, aiming to almost double market share within four years. Required utilisation of expertise across the Suncorp Group to leverage innovation expertise and customer insight already present as well as challenging existing thinking to go beyond existing constraints• Strategic Leadership - Worked with peers across CI to design the future operating model for commercial insurance and underwriting. Focused on key principles and target outcomes. Formed the basis for elements of the Insurance Australia operating model design• Governance and Risk - Managed the delivery of a new CI product. Delivery of this capability had stalled due to competing priorities. Negotiated commercial terms and led the implementation of this, emphasising the customer benefit and strategic value of this product to gain support for implementation. This product now generates $10m premium/year• Orgaisational and Cultural Change - Utilised Human Centred Design to identify key SME customer needs and propose Group wide solutions. Presented the early stage prototype of the Suncorp Ecosystem of Value which provided the building blocks for the Group Operating Model redesign • Financial Management - Led the team to tender for the external manufacture of a new risk category required by Suncorp customer. Negotiated commercial terms that allowed CI to profitably meet an emerging customer need. Delivered $10m in premium in the first three years• Stakeholder Management - Established and led sessions where National Managers present their segment strategies and initiatives to deliver premium and profit. Identified opportunities for greater alignment and accountability across the entire portfolio. Outcome was a significantly improved margin in the next 12 months

Led the Life strategic agenda, ensuring alignment of the business to the Group strategy. Drove business model alignment to increase scalability and efficiency. Established a team of internal consultants to address key business challenges• Strategic Leadership - Developed the future blueprint for the Suncorp Life business. Led diverse workstreams across Life and Group Strategy looking at evolving customer needs, value chain, remuneration, product design and operating model to position the Life business. This led to significant changes to the advisor remuneration structures, optimised expense base (saving $10m/annum) and realignment of the operating model around the customer• Governance and Risk - Coordinated multiple diverse workstreams to secure approval for a $500m revaluation of the Life business's balance sheet. Led the strategy and communications workstream including delivery of Board papers. Success reflected by improvement in share price on the day of market announcement and overall Board, analyst and media feedback• Organisation and Cultural Change - Utilised offshore partnering and increased automation to enhance efficiency and alignment, ultimately releasing two FTEs capacity from a team of nine with no deterioration in customer service• Financial Management - Managed the $30m Life project portfolio, driving portfolio prioritisation, delivery and efficiency. Reduced overall spend by 10% whilst continuing to meet key business milestones• Stakeholder Management - Led the reporting of Life’s financial results to the market, delivering audited financials and market and analyst messaging. Accelerated submission by 10 days

Led the Sydney office, responsible for business development, marketing and consulting services. Achievements include:• Strategic Leadership - Provided consultancy services to businesses on business establishment, strategy, leadership, cost optimisation and sustainable growth. Designed and presenter successful tenders to Starbucks and McDonalds• Governance and Risk - Segmented the available market and redesigned the sales development process, leading to meeting the annual new business target within six months of implementation• Organisation and Cultural Change - Developed of an internal balanced scorecard identifying key metrics and allowing regular monitoring of success against strategic goals – increased focus on key value drivers

The Capacity Building for Enterprise Programme seeks to develop business and commercial links with Malawi to assist in the development of sustainable businesses. I worked on an initiative to set-up and structure a consultancy programme in Malawi.I was responsible for defining the process, methodology and templates to be used for consultancy engagements in Malawi. I developed and delivered training programme to Malawian consultants (recognized and endorsed by the CMI - Chartered Management Institute - and IBC - Institute of Business Consulting - in the UK. Completed various business planning & strategic marketing consultancies for micro and small organisations in Malawi.I was also responsible for recruiting Malawian apprentice consultants to join the programme.

Responsible for the strategy, pricing, financial stability and overall profitability of the Life Insurance and Superannuation products. Led teams of up to 30• Strategic Leadership - Developed divisional performance metrics, including the development of early warning indicators. This formed the basis for performance management of all staff across the business• Organisational and Cultural Change - Redesigned both the Life Insurance and Corporate Superannuation Team’s organisational structure and accountabilities to focus on key objectives following the Lloyds Banking Group’s acquisition of HBOS. Reduced cost base by £5m• Financial Management - Re-priced the Life Insurance portfolio to improve profitability and sales. Communicated this to the various distribution channels and won their support and engagement which was critical to success. This increased profitability by 10% with no reduction in volumes• Financial Management - Led the tender for reinsurance of Scottish Widows new and existing business, worth £700m. Delivered a 15% reduction in cost

Responsible for the management of the £200m annual intermediary salesforce commission budget. Led the development of Scottish Widows strategy, developing and driving key strategic reviews and direction for the company and developing new market/business opportunities. Focus centred on the distribution of Scottish Widows products through the Lloyds Banking Group• Strategic Leadership - Determined the critical Bancassurance success factors for success looking at product proposition, marketing and distribution capability. Implementation of recommendations across 3,000 Lloyds branches saw 5% increase in new business with 6 months• Organisational and Cultural Change - Implemented practices and processes to improve commission productivity by 15% over 5 years and delivered £10m+ commission savings over 18 months, with no decline in sales or customer retention• Governance and Risk - Formulated Lloyds Banking Group’s response to the Retail Distribution Review. Presented these findings to the Association of British Insurers and UK Government• Stakeholder Management - Led the distribution of a new Multi Manager Mutual Fund through the Scottish Widows Wealth Intermediary sales force (fund sales of £50m in first 18 months)

Conducted financial modelling of start-up organisation used to firstly identify $50m funding deficit and then secure additional funding of $120m. Member of the sales team that successfully tendered for a $50m project with the ACT government. Development of the inaugural business plan.

Manage cost framework for on-airport building work conducted by airports. Conducted a study to benchmark social and economic costs across of civil aviation accidents and incidents across Australia. Modelled the various adoption rates of alternative fuels and documented the economic and environmental implications on Australia