Campus Living Villages is one of the world’s leading providers of on-campus accommodation. We operate and manage 27,100 beds across 46 Villages in Australia, the UK and USA.

Open Door Management offers management consulting, people and community engagement and change management services to a wide range of public, private and NFP clients across Australia.

Ashfield Baptist Homes Limited (ABH) is a not for profit organisation providing quality aged care services in the Inner West of Sydney. We offer care to all people regardless of cultural background, religious denomination and gender, including Culturally and Linguistically Diverse (CALD) individuals, Aboriginal and Torres Strait Islander (ATSI) people, people with disabilities and members of the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) community.

Strategic advisory solutions that build community, create authenticity and embed purpose to underpin both the physical and mental wellness of the workforce

Ashfield Baptist Homes Limited (ABH) is a not for profit organisation providing quality aged care services in the Inner West of Sydney. We offer care to all people regardless of cultural background, religious denomination and gender, including Culturally and Linguistically Diverse (CALD) individuals, Aboriginal and Torres Strait Islander (ATSI) people, people with disabilities and members of the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) community.

Initiated a review of Oceania operating model including the review of staffing to identify skill gaps, creation of multi skilled training programs, development of core operating standards, creation of scope and position description for the management of the entire hospitality services function. This achieved a reduction in layers and duplication of roles leading to a more customer centric structure that ensured the right people in the right roles delivering fit for purpose services involving… Show more Initiated a review of Oceania operating model including the review of staffing to identify skill gaps, creation of multi skilled training programs, development of core operating standards, creation of scope and position description for the management of the entire hospitality services function. This achieved a reduction in layers and duplication of roles leading to a more customer centric structure that ensured the right people in the right roles delivering fit for purpose services involving 100 + employees across 11 sites nationally. Developed a fit for purpose operating model for the alignment of multi-national, complex contracts to ensure achievement of budgeted revenue targets and expenses. Led review of contracts and negotiations for required changes leading to improved service provisions and cost efficiencies. Show less

Led a review of Client Services function structure and supplier contracts. Implemented innovative ways of working which delivered service improvements, as measured through increased Partner satisfaction scores and financial efficiencies. Designed succession and talent mapping processes, managed recruitment of employees post COVID, on boarding and induction. Introduced new technology and systems for the management of teams nationally.

Engaged to review the Client Experience journey at one of Mirvac's premier properties in the Sydney CBD. Our engagement includes time on the ground with Mirvac's client services and FM teams, key stakeholder workshops, review of their current ways of working and operating model.

Advised and assisted in the pre opening activation of core hospitality services for Mirvac's Olderfleet Building. This included review of service vision and stakeholder expectations to ensure offerings put in place were fit for purpose. Working with chosen vendors to build operating and service guidelines. Involvement with internal communication and marketing of services and products on offer. Creation of service delivery models and ways of working.

Engaged to provide bespoke training services for front of house employees servicing the Barangaroo precinct, it's tenants and visitors.

Engaged to assist with the redefining of core responsibilities for a key role within this organisation including creation of job brief and recruitment of role.

Designed and implemented a front of house facility, aligned to a new agile working environment supporting a global vision and purpose. Designed to underpin a culture change program and was the template for future building fit-outs globally managed by Open Door Management together with responsibility for an operational budget of $5.3m. Led ongoing management of the operations, functionality and sustainability of QBE’s Global Head Office, ensuring a ‘one point of contact’ operation delivering… Show more Designed and implemented a front of house facility, aligned to a new agile working environment supporting a global vision and purpose. Designed to underpin a culture change program and was the template for future building fit-outs globally managed by Open Door Management together with responsibility for an operational budget of $5.3m. Led ongoing management of the operations, functionality and sustainability of QBE’s Global Head Office, ensuring a ‘one point of contact’ operation delivering services across multiple streams. Show less

Engaged to provide hospitality consultancy and on the ground outsourced Concierge Services to Dexus Gateway Towers. Implemented operating standards and procedures and worked with the management team to deliver outstanding client services during a period of major building renovations.

KPMG has 6 major properties Australia wide. My role was to transform a fractured national function into a cohesive and efficient operation. Reporting to the Head of Finance, lead a team of nine direct reports, and a staff of 150 employees, to deliver service to Partners and their clients. Oversee multiple service streams: client services, front of house services, WHS and catering. Manage a multi million dollar budget. Develop business plans and budgets. Create a staff structure, recruit, train,… Show more KPMG has 6 major properties Australia wide. My role was to transform a fractured national function into a cohesive and efficient operation. Reporting to the Head of Finance, lead a team of nine direct reports, and a staff of 150 employees, to deliver service to Partners and their clients. Oversee multiple service streams: client services, front of house services, WHS and catering. Manage a multi million dollar budget. Develop business plans and budgets. Create a staff structure, recruit, train, develop and plan succession for key staff and roles. Show less

Engaged to determine and deliver an Australian Unity Model for Support Services across all residential facilities(Retirement Villages, Aged Care Facilities and Serviced Apartments), encompassing restaurant and café facilities and services, housekeeping services, and laundry services.

Establish a boutique senior executive search and recruitment practice for the hospitality, events and corporate sector. Drive significant business growth by targeting new and existing clients in Asia Pacific and Middle East regions.

Open this iconic property following extensive renovations. Head hunted to join the opening team as it reopened and rebranded as Accor’s flagship property in Australia. Reporting to the General Manager, and with a team of eleven direct reports and a staff of 250, managed all hotel operations in this 436 bedroom, 5 star landmark property and was tasked with establishing the hotel as a rival to other 5 star hotels in the market.

Headhunted to join this luxury hotel brand in a senior operational role. Reporting to the Regional Vice President and General Manager I was fully responsible for a team of 100 staff and 7 direct reports overseeing front of house, concierge, housekeeping, spa and guest service operations.

Metropolitan Hotel. Key player in the launch, marketing and organisational management of this five-star AA and RAC accredited 150 bedroom hotel, comprising Met Bar, 250-cover Nobu Japanese Restaurant and health spa

Total responsibility for the operation of the property in the absence of the Managing Director