GAIP is a unique Singapore-based tripartite group focussed on collaboration at the highest level across the insurance industry, government supervisors / regulators, and academia. The vision is to shape a more resilient future for Asia and globally.As a Public-Private partnership intending to transition into a Not for Profit, our approach is transparent, agnostic and collaborative via an impressive and growing list of partners.GAIP has developed 3 key pillars, viz:1. Living Lab - Analytical research into emerging and accelerating risks to identify protection gaps and incubate innovative solutions to address these gaps.2. Policy Think Tank - Engagement with policymakers, supervisors and industry on key policy issues, emerging risks and new developments.3. Talent development - Growth and nurturing of the pipeline of skilled insurance talent; and support to upskill existing professionals on emerging and accelerating risks.

Providing governance guidance as the Co-Responsible Manager of the AMA WA General Insurance Broking AFSL, and assisting with strategic business planning for the in-house Financial Services offerings.

I consult to various public and private entities - short, medium and long term, with a focus on reviewing and improving structure, resilience, governance, risk and growth.I help businesses stretch beyond core objectives by analysing situations and then aligning and implementing meaningful recommendations.The methodology:STRUCTURE FOLLOWS STRATEGY* Leadership mentoring – I have been a sounding board for CEO’s and their Exec teams to discuss and test strategies in confidence. (It’s often difficult to think outside the box, when you operate within it)* Advisory board function – I help identify and resolve constraints by looking from the outside. I have a passion for enhancing growth by connecting BD folk with key prospects and creating alternate revenue solutions. (Relationships matter - Better results occur when you can blend ‘who’ you know, with 'what' you know.)* Business culture realignment – I help improve overall culture by enhancing employee morale to create headcount stability and efficiency. (Each person is unique - simple open-ended conversations often help reveal what they 'desire', rather than assuming what they 'need').

TaskFlo is a cutting edge SaaS Workflow, Contractor Management, Facilities and Asset Management system. The platform allows clients to accurately resolve numerous issues using the full package or single modules within.1. WorkFlo - Computerised Maintenance Management System2. VeriFlo - Verifies contractor credentials; licenses; qualifications; insurances, etc. 3. RiskFlo - Safety, Risk and Compliance management4. QualiFlo - Live tracking of contractor movements (time / motion attendance qualification), 5. Learning management software moduleThe Advisory Board existed primarily to offer guidance to the Executive team on fundamental and analytical business planning initiatives.

Various intermittent short-term Business Process Improvement projects.

Close and regular interactions with CEO, and CFO / CoSec, to focus energy on specific projects and strategies.

Paraplegic and Quadriplegic Association of NSW trading as Forward Ability Support and BrightSky AustraliaDeputy ChairmanNon-Executive Board DirectorChair of Finance & Risk CommitteeEstablished in 1961 as ParaQuad, rebranded to ‘Forward’ in December 2021. Forward exists to advance the assistance and awareness for the benefit of people with a spinal cord injury.As a non-exec director, I was heavily involved with the overall governance, strategic planning, business resilience and constant fine tuning of this important organisation operating within the emerging National Disability Insurance Scheme (NDIS) environment.Forward progressed to become a significant contemporary Not-for-Profit group employing over 300 people and achieving group revenues of circa $100 million pa. These metrics place Forward in a top 20 NDIS provider position, supplying products and services to people living with paralysis and to the wider community.www.fas.org.auwww.brightsky.com.au

Bespoke Portfolio is a unique and innovative Australian Financial Services Licensee (AFSL) with a comprehensive license, providing the framework within which an advice business can operate safely in a highly regulated and rapidly changing environment.Core consulting focus is to assist with each annual PI renewal process to help achieve a favourable policy structure, design and price outcome across varying insurance market environments.

Fixed term contract. I assisted this impressive medium sized general insurance broking business with employee mentoring, strategic advice and business growth initiatives.

Established as a licensed corporate entity to consult with specific clients on matters of surety and contract performance / security obligations. Core focus was bonding large complex Construction & Infrastructure projects across Australia and the Asia Pacific region via access to traditional or syndicated funding arrangements.Main Infrastructure projects supported: * Social - Education, Health, Housing* Economic - Transport, Energy, CommunicationTypical appetite:Contract Surety - all bond types including Bid / Tender, Advance Payment, Performance, Maintenance / Defect Liability, Retention release, Off-site materials, etc.Commercial Surety - Workers' Compensation, Mining rehabilitation, Deferred Equity Contribution bonds

Helped to review the structure and worked on future-proofing this impressive Industry Superannuation Fund through enhanced rapport with participating employers and regulators.Established in 1987 to provide a compliant environment for retirement savings. Whilst also public offer, NESS caters primarily to 12,000 employees across the Electro-technology sector. The fund offers its members an impressive range of investment and insurance options to help build and protect wealth on the journey to retirement.

As an extension of my consulting work with FlexiGoup Ltd, the Board and Group CEO selected me to step in to an interim fixed term contract role to lead Certegy Ezi-Pay, one of the key operating entities of the group, based in Adelaide, South Australia.I didn't hesitate. January - July ... it flew by.During my time with the business, Certegy Ezi-Pay was a very impressive, highly successful and mature business offering white-labelled funding solutions to a range of retailers and product distributors across Australia and New Zealand.My team of 150+ personnel were incredibly devoted to every task. I merely tweaked the operating rhythm.Each staff member, across all divisions played an integral role in the professional end-to-end delivery and administration of Certegy's unique funding and instalment payment solution, to support a diverse range of channel partners in retail and industrial sectors.At the time of my tenure, over 1.5 million unique clients had used the Certegy Ezi-Pay product.The overwhelmingly positive feedback from our clients across Australia and New Zealand was evidenced by the consistently high positive NPS score, and amazing rates of repeat business.For full details, please visit the web sites:www.flexigroup.com.auwww.certegyezipay.com.au

As a result of taking a break from Corporate life, and testing the theory of semi-retirement, I was pleasantly surprised by constant approaches from a wide range of contacts. So, I set up a consultancy, and agreed to help guide the Group CEO and Executive team of FlexiGroup Ltd (ASX:FXL) in matters of Governance, Risk & Growth.I was tasked with the responsibility to help analyse challenges in the current business model of this relatively mature non-bank FinTech business. This led to me drafting solutions to vital confidential Strategy, Risk and Growth exposures.I mentored most of the C-suite Exec team; analysed, reviewed and improved core Policies and Procedures; helped refine a more functional group-wide Delegated Authorities Matrix; and generally worked as an additional set of hands for the Group CEO.

Due to my success with Marsh, I was approached by Jardine Lloyd Thompson (JLT). A significant global provider of insurance, risk management and employee benefit solutions. I accepted a dual role to lead the national Construction & Surety broking teams at JLT Australia. I was a member of the JLT Specialty Board, and selected as a key member of the Global JLT Construction broking Executive committee. We convened regularly in various locations across Asia, UAE and Europe.Our clients were major names in Construction and Infrastructure. They either designed, constructed, operated or maintained structures ranging up to multi-billion dollar infrastructure assets. My team negotiated and placed insurance cover to protect these clients and their assets against a full range of potential risks, including Political Risk / Kidnap for Ransom and various innovative forms of risk transfer. The JLT mantra placed clients first, and often encouraged innovative thinking. During my tenure, JLT was listed on the London Stock Exchange owning offices in 39 territories and employed over 11,000 staff. Our solutions were offered in 135 countries.

Serendipity occurred. My profile as a successful strategist and risk manager emerged, so I was approached by the Senior Executive team of Marsh with an offer to help grow their AsiaPac presence in certain traditional and alternate risk transfer sectors.As a world leader in the delivery of risk mitigation solutions, providing global risk management, risk consulting, insurance broking and alternative risk financing solutions, the organisation offered a solid platform for my desire to innovate. I agreed to the move, and my role quickly evolved to the extent that I established a new division focussed on blending Bank & ReInsurance capital, known as Surety. This was relatively new to the Australian marketplace, so I was able to access knowledge and expertise across the Marsh global network. As a result, my team and I provided large construction clients across Australia, Asia and the pacific region with bespoke risk transfer options to help them secure massive projects without depleting their bank lending limits. ROI for Marsh and for our clients was stellar.

I was approached to join Austbrokers to help review components of their upcoming IPO, and operationally to support a national team of traditional and dedicated general insurance professionals enhance their client relationships via strategic initiatives. This role signified my intention to focus on the pure Risk Management / Alternate Risk Transfer sector and became an important springboard to future roles with international risk management firms.

Managed a team of eclectic individuals who provided specialist support to trustees of large Australian Industry Superannuation Funds and Redundancy Trusts. This was a formidable time during the transformation of employer-sponsored (Industry) Superannuation. We interpreted, analysed and implemented fresh government regulations that were drafted and updated on a regular basis. It was also a time when Industry fund consolidation started in earnest. My team managed the administration of millions of transactions. We also advised on fund mergers. Notably LISS (Vic) and LIST (NSW) who we brought together to create one of the initial amalgamated Industry Super funds, to be named LegalSuper. We simultaneously advised on the creation of some low cost funds: Virgin Super & Max Super. A terrific time to stamp our brand on the employer-sponsored Superannuation sector.

After a brief stint in-house as GM Risk Management for an ANZ client in the construction and materials handling industry, I moved back to the corporate sector to help with a client realignment exercise and support a nationwide team of top performing finance and risk professionals in their function as banking and wealth / risk advisors. Then, moved up the line and accepted an opportunity to run a division at AAS - a previously owned entity of AMP

I was head hunted across to ANZ Corporate and Institutional Bank to help form a new division; the Business Advisory Services Unit. We developed innovative solutions for clients across a range of industry sectors with a key focus on Utilities / Infrastructure / Professional firms. My success revolved around risk mitigation and risk transfer, whilst funding and protecting client business resilience.

I commenced as a specialised Regional Development Manager, supporting a team of 30 Financial Advisors with compliant, technical and analytical calculations, in their quest to attract new business to the Superannuation, Investments & Insurance sector. Then, I accepted the challenge to create the same presence within a new banking division focused on a High Net Worth client base. Extraordinarily satisfying results were achieved in both roles.

Progressive employment through the ranks. Selected for early advancement via a Management / Executive development programme. Eventually promoted to Senior Management roles until I accepted an offer to join a competitor. A terrific grounding for my future career.Some memorable towns where I worked on a rotational relief basis (in chronological order) and learned from some of the best old Bankers in the land.Albury, NSWHay, NSWLeeton, NSWGilgandra, NSWIvanhoe, NSWOrange, NSWMolong, NSWGlen Innes, NSWUralla, NSWCooma, NSWCowra, NSWCootamundra, NSWWarren, NSWQuirindi, NSWWerris Creek, NSWSydney, NSWCanberra, ACTBrisbane, QLDI had the pleasure to work and play a decent level of competitive sport in all these towns / communities. Met some salt-of-the-earth people, and helped some very decent farmers and local businesses improve their balance sheets & sort out their finances. In return, they helped me become the person I am today. Simple mottos they imparted: 1. Never burn a bridge, 2. Treat everyone equally - because you will likely meet folk on the way up, or on the way down, and we all need to help or be helped at some stage.