Exciting new role with CMC which is a company created by Innovation Central Midlands Inc.

Working on behalf of Innovation Central Midlands to facilitate the delivery of Enterprise Grade Broadband (through the installation of 4,700 kms of optic fibre in the rail easesments) in the Grainbelt (Northampton to Esperance) of Western Australia.

I am responsible for setting up and managing a network of partners/agents throughout Western Australia. The partners represent the TR Homes brand (part of the ABN Group - largest residential building company in Australia).

A small but unique consultancy that draws on my extensive experience working in a community development and strategic planning envirnonment.

Responsible for the promoting and selling of VitalSmarts products in Western Australia and Northern Territory.

Responsible for conducting and growing the annual Business of Influence (TBOI) Forum to be held in Sydney on an annual basis.

General Manager of SevenSeventeen with a particular focus on developing the new arm of the company (The Business of Influence Forum - TBOI) and its acquisition of the Australian and New Zealand licences for VitalSmarts - http://www.vitalsmarts.com/VitalSmarts is an innovator in corporate training and organizational performance, VitalSmarts helps teams and organizations achieve the results they care about most. With award-winning training products based on more than 30 years of ongoing research, VitalSmarts has helped more than 300 of the Fortune 500 realize significant results using a proven method for driving rapid, sustainable and measurable change in behaviors. VitalSmarts has been ranked twice by Inc. magazine as one of the fastest-growing companies in America and has taught more than 2 million people worldwide.VitalSmarts is home to multiple training offerings, including Crucial Conversations®, Crucial Confrontations™, and Influencer Training™. Each course improves key organizational outcomes by focusing on high-leverage skills and strategies. The VitalSmarts authors have written three New York Times bestsellers, Influencer, Crucial Conversations and Crucial Confrontations. VitalSmarts also offers on-site consulting, research, executive team development, and speaking engagements.

· Responsible for identifying potential sites throughout Australia for the development of health, aquatic, medical, lifestyle centres (valued at approximately $80M per development and includes a retirement village component), the first development of its type in Australia.· Responsible for the R & D for each site and for liaison with all levels of government and private enterprise, including master planning where required.· Responsible for identifying potential funding sources and negotiating with the various funders (government and non-government) to secure funds for each site.· Playing a key role in the project management aspects of each site.· My position with this company is on "hold" due to the World financial crisis i.e. if and when the company's investors re-engage; my position will be available to me.

Brokered new partnerships and alliances for the industry as a way of increasing its credibility and achieving more effective outcomes.

· Responsible for the creation and management of the Australian sport and recreation industry's inaugural "Emerging Leaders Program" (a $450,000 investment, over three years, by the Western Australian Government). · Has attracted significant interest from Healthway (WA) and Lotterywest (WA).· Facilitated the establishment of a five year strategic framework for industry training and development in Western Australia.· Responsible for developing the project brief and managing a major research project (the first of its kind in Australia for the sport and recreation industry) that completed a five year comparative 2009 Page 2 of 6 analysis of education and training opportunities available in WA (at the vocational and tertiary levels). It also sought to answer the question of demand vs. supply and the relevance of the skills attained when employing graduates in paid employment.· Responsible for the management of a major volunteer initiative (the Rio Tinto Volunteer Management Scheme) with significant backing from a major global mining company.· Facilitated the development of a proposal designed to invite Rio Tinto to enter in to a high level strategic partnership with the Department that focused on capacity building of people involved in sport and recreation throughout Western Australia.

Active Alliance Western Australia (2004 - 2006)· Solely responsible for setting up the organisation which was the first of its kind in Australia.· Brought together four organisations (that had not worked together previously on any consistent basis) associated with the recreation and fitness industry.· Developed and implemented the strategic direction of the organisation in conjunction with the board of directors.· Responsible for co-developing (with Jardine Lloyd Thompson ­ 3rd largest insurance brokerage in the world) a discretionary insurance trust product (Alliance Cover) designed to allow the sport and recreation industry in WA to "self insure".· Member of the Strategic Directions 4 Reference Group (group endorsed by the Minister for Sport and Recreation and tasked to develop the future strategic directions of the sport and recreation industry in WA for the next five years).

· Responsible for managing the merger of the Central South and Midlands regions (Northam base) ­ consists of forty four (44) local governments (LG).· Responsible for restructuring the operations of the Region, including the opening of a sub-office in Narrogin.· Oversaw the development of strategic regional recreation plans (that considered facility, program and service requirements) for four sub-regions (totalling 28 LGs).· Responsible for co-developing the Wheatbelt Community Network (govt. & non-govt agencies involved in social development) in conjunction with the Department of Agriculture and the Wheatbelt Development Commission.· Chairman of the Safer WA Wheatbelt District Committee which included the directors/managers of the major govt. & non-govt. agencies throughout the Region.· Managed a major multi-faceted grants program that included community infrastructure, programs and services.· Introduced the inaugural annual "Shareholders Meeting" for local government personnel (paid and elected members) to highlight significant strategic issues and achievements in the Region.

Prior to appointment as a regional manager, occupied the position of Regional Officer, Midlands Region for a period of 20 months).· Responsible for managing the State government's decision (met with great opposition) to close the physical office (Narrogin) of the Department's regional office and to manage the Region from Northam (100kms to the north of the regional boundary - 1990).· Developed and took part in the inaugural (for Australia) sport and recreation exchange program between the Department and Calgary Parks & Recreation (12 months duration ­ 1994/95). · Also responsible for facilitating the follow up exchange program that occurred.· Responsible for developing a proposal to Healthway (WA) and securing significant funding for the Wheatbelt Be Active Coordinator Scheme ­ four locations (1995). · Scheme that involves groupings of local governments employing an officer to increase physical activity levels of their communities (the program is still operational).· Provided strategic support (to the Town of Narrogin) to secure funding for a major regional indoor recreation centre (wet and dry) and international "wet" synthetic hockey field ($2.1M contribution from the State government). · Total project cost was $8.3M.· Responsible for developing the "Wheatbelt Aquatic Seminars" concept (annual professional development opportunity, averaging 100 attendees).

· Involved placements of ten and eight weeks respectively.· Responsible for managing over forty (40) staff in nine regional offices throughout WA and providing