• Leading business transformation projects to support growth and efficiency.• Establishing and relaunching hospitality businesses to drive success.• Assisting not-for-profit organisations with strategic planning and fundraising efforts.

Responsibilities: Engaged initially as Contractor to review and improve the ClubGRANTS program, moving to Business Development Manager, then Executive Manager – Community & Govt. Relations – providing leadership for group marketing, community engagement and customer experience, supporting high performing multi-functional teams.Achievements: A challenging industry and time, impacted by COVID as well as a highly regulated environment facing increasing ESG issues and the need to diversify. Focus on planning, strategy, team leadership and delivering excellence in programs for CX, marketing and community engagement.  Created a completely new strategy and structure for the Marketing, Community and CX teams to drive growth and improve service performance.  Developed an award-winning community engagement program that delivered support to more than 100 schools, sporting groups and local charities with a contribution in 2023 of $2.83m and more than 10,000 hours of volunteering. Awards included Clubs & Community Education Program for Resilient Kids in 2024 and Club Person of the Year 2023. Led and coordinated a complete re-branding and repositioning campaign and program to move from Blacktown Workers Club to Workers Lifestyle Group. Coordinated the contract management and changeover process to outsource catering functions resulting in a $2m improvement to EBITDA. Created and led a successful and engagement CX team (Loyalty, Members Services, Reception, Concierge) which improved customer satisfaction (to 83% engagement) and delivered significant growth in tiered loyalty – increasing the number of Diamond tier members (VIP) from 170 to 290. Managed a major program to update digital loyalty and customer communication systems (kiosks, APP, DM, BI, other) which significantly improved reporting and analytics, the customer experience and enabled the organisation to undertake a major customer acquisition program that increased membership from 53,000 to 61,000.

NMCLM was a state government owned Land Manager (Trust) responsible for managing significant properties in Northern Sydney and Newcastle, with further sites being developed. Engaged initially as the Communications Manager, I received a promotion 6 months later to Executive Manager (Customer Experience), working collaboratively as a member of the Executive Management team with accountabilities that included:� Facilitation of executive-level strategic planning.� Development of annual marketing and communication’s plan incorporating community engagement, public relations, social media, internal communications, website and digital development.� Financial management of marketing and communication’s budget and sales revenue.� Management of a multi-site, multi-functional team of 20+, spread across marketing, community engagement, sales and customer care.� Relationship management of key business partners and agencies, involved in the administration of research, graphic design, digital marketing, public relations, and indigenous and cultural affairs.� Co-ordination of reporting functions including—Board reports, research findings, customer satisfaction and NPS, and development planning.� Management of brand, sales, product development, loyalty, public relations, advertising, digital strategies, key projects.Areas of Focus:Strategic Sales & Marketing | Leadership | Change Management | Brand Management | New Product Development | Customer Experience | Revenue Performance | Strategic Planning | Business Development | Community Engagement | Team Building & Development | Key Stakeholder Collaboration | Competitive Analysis | Marketing Communications | Digital Communication | Systems Development

This organisation is a very successful leisure and entertainment business founded more than 70 years ago in Western Sydney. Now operating with four venues including three separate clubs and a health and fitness centre, 1.4 million visitors every year, more than 78,000 members and 380 staff. The business is transforming its traditional home in Lidcombe to become a $400m+ town centre/lifestyle precinct – including hotel, retail, aged care, health and well-being, commercial and residential. Key achievements include:• Driving business growth – increased membership from 27,000 to more than 78,000 and revenue from $30m per year to more than $82m.• Effective strategic marketing – increased core revenue and positioning from #27 in NSW to #3 by understanding and adapting the marketing mix and customer experience to focus on non-traditional, multi-cultural market. • Brand building and management – successfully developed and evolved the brands I have managed and their digital presence to drive business growth, facilitate new business development and promote and protect the core brand. • Business development and project management – established and successfully managed Dooleys Health & Fitness which is now after 4 years at capacity with 2,300 members and strong profitability exceeding 15% ROI. • Effective community engagement - established and lead a community (CSR) program with contributions of more than $3.5m per year to more than 140 local organisations.