Primarily responsible for increasing market share and driving revenue in international markets, as well as leading sales strategy execution for Alliance partner and offshore international Agency Partnership selling. This includes building strategic client relationships and managing international teams to generate revenue and deliver VA’s international go-to-market strategy.I have played a pivotal role in the successful launch of the inaugural Cairns to Haneda service, showcasing my ability to streamline broader offshore selling frameworks. I also dismantled a number of sales barriers, strategically rationalising the cost of sales impacts to achieve significant savings and ensure Virgin’s readiness for efficient sales delivery in key markets.Additional Key Achievements• Spearheaded change on the international sales strategy, reviewing performance and collaborating across functions to maximise opportunities brought about by changes in market positioning and operations and realise a substantial annualised cost saving.• Developed and implemented the strategy to realise market demand from Japan correcting the demand between markets and achieving a split in favour of Japan, increasing Virgin’s route profitability.• Implemented the go-to-market strategy, establishing strategic commercial relationships, including a bespoke commercial model to repair the reputation and reliability damaged by Virgin’s voluntary administration and enhancing sales with ANA.• Successfully lobbied for the enhancement of Virgin’s digital presence, virgin.com, enabling online sales in the Japanese currency; and defined group booking fare rules for the market.• Collaborated closely with local and national tourism bodies including Tourism Australia and Tourism and Events Queensland on the investment of budgeted funds for market route and destination.• Onboarded a General Sales Agent (GSA) and reviewed efficiency, delivering a large forecasted net saving.

Reporting to the CCO, I was charged with generating sustainable profitability and revenue growth across multiple sales platforms. This included P&L accountability, driving legislative compliance and overseeing a large team across Commercial, HR, Finance and Administration.Some highlights associated with this tenure include maintaining momentum and sustainable profit including an over-37 per cent increase in yield and an over-192 per cent increase in direct online sales despite the challenges posed by COVID-19.Additional Key Achievements• Improved P&L, collaborating effectively with Flight Operations and Inflight Services to influence the actions outside of Regional GM control.• Drove substantial annual savings in fuel consumption costs, amending the flight operations manual to safely reduce the fuel volume uplifted.• Commercially restructured the regional network across APAC to remodel sales and service remuneration and realise an annual saving in the millions. • Implemented airline codeshare agreements, expanding network coverage and unlocking new sales opportunities.• Successfully navigated complex contractual and trade union negotiations, consulting widely and providing compelling arguments across all business levels, including the C-Suite to reduce contractual costs, drive cooperative relations and mitigate risk.• Championed corporate environmental and social responsibility, investing resources and funding in organisations such as the Australian Rhino project.• Delivered a very strong annual revenue in 2019, representing a 24 per cent increase over the course of eight years.

Reporting to the Regional GM, APAC, I was at the forefront of strategy setting and implementation with a focus on sustainable route profitability. This encompassed managing government and industry relationships.Significantly, I was part of the team that saw SAA positioned as Number One for on-time performance globally, beating larger and better resourced competitors.Additional Key Achievements• Elevated market share by 8 per cent to FY18, maintaining growth in channel-sensitive markets.• Influenced change in airline operations, challenging policies and processes that were not fit for purpose and revising remuneration models and operational costs to slash cost-of-sale by 51 per cent.• Recovered all costs and generated additional revenue for SAA in short-term stand-off with the Flight Centre, leveraging strong sales relationships and innovative pricing structures that saw my team awarded for achieving best performing APAC market; the second most profitable air route within SAA’s international network; and then, SAA’s most profitable international market air route.• Provided an off-the-shelf strategy anticipating a range of market and competitor scenarios to safeguard the business.• Proactively prioritised quality and continuous improvement, and led emergency response planning, embedding and safeguarding operations excellence and customer service.

The Board of Airline Representatives of Australia (BARA) is a leading industry body that comprises 32 airlines and plays a central role in setting expectations and outcomes for Australia’s aviation infrastructure services.Engaging with governments as well as the private and public sectors, BARA achieved some real wins in my time as the Chair, championing the aviation industry’s recovery throughout the COVID-19 pandemic and presenting to the Productivity Commission for a more balanced environment and scope for negotiation with airports.The body has evolved significantly and is now well-positioned to provide trusted advice across the industry and partners.

Chairing the Country Steering Committee (CSC), I led Star Alliance across a range of activities, overseeing corporate social responsibility initiatives in Australia, and the growth of the network.

I led a global team to deliver on an over-$1 billion revenue target.Notably, I took up the challenge of e-commerce when it was still in its nascency, growing global direct online revenue year-on-year (YoY), and recording an over-31 per cent increase on the figures from 2011.Additional Key Achievements• Integrated the online sales channel with sales and digital marketing activity, unlocking opportunities for growth. • Transformed the market distribution strategy and overhauled the customer proposition strategy at the point-of-sale level, providing a compelling price promise and more consumer choice as well as stimulating channel growth.• Forged new partnerships across the company’s international network as well as new revenue streams and digital approaches.• Built an international e-Commerce Sales Development team through restructuring and redefining the Commercial salesforce.• Established the e-Commerce Salesforce platform, elevating the ROI of local market strategies through channel-to-customer interactions.