As Head of Regional NSW, I oversee all nbn stakeholder, community and disaster response operations in the region, leading a team of 15 executives across six nbn local regions. Our primary focus is cultivating strong relationships with key stakeholders in regional NSW, including federal and state MP electoral offices, local government bodies, chambers of commerce, emergency management committees, Aboriginal land councils, and indigenous communities.I also serve as the stakeholder manager for prominent state-based stakeholder groups and peak organizations, such as Local Government NSW, the Country Mayors Association, Regional Cities NSW, Business NSW, NSW Farmers, the Country Women's Association, and others.Key Achievements:- Successfully coordinated on-the-ground responses to multiple natural disasters in NSW in 2022. Notably, I played a vital role in managing the Northern Rivers and Eugowra disasters, ensuring comprehensive and efficient responses.- Led the design, establishment, and management of the first and only nbn community support hub in Batemans Bay. This initiative was part of our ongoing commitment to support the Eurobodalla Shire region's recovery from the Black Summer Bushfires.- Led the stakeholder management team and local strategy that secured funding from DRNSW, enabling the construction of 64 new nbn Fixed Wireless towers across NSW. These towers will provide over 14,000 customers with access to nbn fixed wireless services for the first time.- Achieved exceptional employee engagement scores from my direct team, surpassing both company and industry standards. This accomplishment reflects the positive work environment and team culture we have fostered.I am dedicated to driving stakeholder engagement, leading effective disaster responses, and achieving positive outcomes for regional NSW.

This committee will focus on but will not be limited to the cost of procuring large infrastructure projects, local manufacturing capabilities, the energy transition and support mechanisms for members, and renewable energy and alternatives for members.

I am Tom O'Dea, a passionate Australian wildlife and landscape photographer, and I relocated to the picturesque town of Yass five years ago from Sydney. I am the creative force behind "Tom O'Dea - Visual Storytelling," a photography business that is deeply rooted in the natural beauty of the Yass region and beyond.Since making Yass my home, I have been captivated by the stunning landscapes and diverse wildlife that grace this area. The rolling hills, vast open spaces, and serene rivers provide a breathtaking backdrop for my photography adventures. Through my lens, I strive to capture the essence of this unique region and share its beauty with the world.I seek to document the remarkable wildlife that calls Yass and its surrounding areas home. I am constantly inspired by the intricate details and natural behaviors of these creatures, and my aim is to convey their stories through my photographs.With a keen eye for composition and a deep respect for the natural world, I aim to create images that evoke emotion and inspire a connection with nature. I believe that photography has the power to tell stories, raise awareness, and instill a sense of wonder and appreciation for the world around us.My work has won awards, been featured in international publications and used as branding for local businesses and it brings me great joy to see my photographs adorn the walls of homes and businesses, spreading the beauty of Yass and its surroundings far and wide.Join me on a visual journey through the enchanting landscapes and captivating wildlife of the Yass region and beyond. Through the lens of "Tom O'Dea - Visual Storytelling," let us celebrate the natural wonders that surround us and cultivate a deeper connection to the stunning world we inhabit.Check out my website at https://tom-odea.pixels.com/ to explore my portfolio and bring a piece of the Yass region's beauty into your life.

As GM for Central NSW at Optus, I had full accountability for diverse business operations, including team management, sales, and customer service outcomes. I oversaw:- 7 branded Optus stores- 12 mass market partners- Telesales operations- Digital sales channels- Business channel partnershipsBeyond internal management, I forged robust relationships with regional stakeholders, collaborating with emergency management entities, councils, MPs, chambers of commerce, and influential partners.Key Achievements:- Led on-the-ground response to devastating Black Summer bushfires in Central NSW, establishing and maintaining recharging stations at 12 evacuation centers. Provided free mobile phones, Wi-Fi devices, and complimentary mobile credit to evacuees.- Donated 36,000 liters of drinking water to support drought-stricken Mendooran under stage 6 water restrictions, exemplifying Optus' commitment to community welfare.- Developed and delivered comprehensive regionwide STEM workshops through two roadshows, benefiting over 2,000 students and numerous teachers across 16 schools.- Handpicked as one of Optus' inaugural Talent Ambassadors, recognized for leadership and expertise in driving positive outcomes.- Appointed by the CMO to contribute to decision-making for Optus' new brand positioning as the exclusive regional SME, ensuring regional perspectives were well-represented.- Achieved exceptional customer satisfaction, propelling Central NSW to the top NPS (Net Promoter Score) ranking nationally, scoring an impressive 83 out of 100.- Pioneered "Next Best Action" utilization, surpassing all other regions, showcasing the effectiveness of data-driven customer engagement strategies.- Spearheaded mobile SIO (Service in Operation) activations, accomplishing regional targets for the first time, demonstrating operational excellence and business growth.- Achieved a remarkable 5.4% year-over-year increase in brand consideration for Central NSW

As the National Small & Medium Enterprise NBN Sales Manager at Telstra, I steered a team of 8 National Channel Managers to drive Telstra's Small & Medium Business NBN sales, service, and market share objectives across various channels, including:- Retail Franchise Channel: 350 stores- Retail Company Owned Channel: 70 stores- Business Centre Channel: 80 Business Centres- Non-branded Enterprise Channel: 150 partners- Telstra Owned Global Contact Centres- Outsourced Call Centres: TSA, Cognizant, TeletechMy role encompassed the entirety of Telstra's Small & Medium Business NBN sales, reflecting the significant national importance of capturing the NBN opportunity while considering the profound impacts on Telstra's structural profitability, given the shift away from wholesaling fixed voice and broadband infrastructure. The success of this technology was crucial for our company.Key Achievements:- Exceeded Services in Operation (SIO) targets for FY 17/18, achieving an impressive 104.3% performance.- Nearly achieved Sales Revenue targets for FY 17/18, reaching 99.2% of the set objectives.- Attained Telstra's National SME NBN Market-share ambitions for FY 17/18, capturing a substantial 57% market share.- Achieved outstanding Net Promoter System benchmark scores for FY 17/18, showcasing exceptional customer satisfaction and loyalty.- Significantly improved underperformance of the Strategic Monitoring Product, elevating its performance from 29% to target to an impressive 48.3% to target within just 7 months of focused efforts.

As a Director of the Telstra Area Board for the Central NSW Region I was part of a multi business unit, leadership team that is focused on 4 key areas within a geographical area from Port Macquarie to Muswellbrook out to Mt Victoria and finishing at Campbelltown. These areas were;Digital inclusion• Creating and delivering programs to improve digital access, affordability and useability across Central Region with a particular focus the Upper Hunter and Language Other Than English (LOTE) communities• Better use and engagement with the Telstra Digital Futures Kids Fund to help schools and libraries spark the digital bug in kids Geographical• A focus on the communities of the Western Sydney Corridor and associated LOTE background hotspots. Continue our focus in the Hunter / Central Coast community and throughout outer metro and regional markets with laser focus on better customer service and engagementCustomer experience• Leveraging our national sponsorship properties and programs to deliver customer experiences, at scale, and at a grass roots / community level• Cross Business Unit collaboration around delivering multi-faceted programs that positively impact multiple areas, communities and customer priorities• Expanding and further leveraging our relationships with stakeholders, government (Federal, State, Local), community groups, not for profits and associations People• A real focus on volunteering with improved team engagement and uptake of yearly paid volunteer day• Improved Alumni population and engagement and layering with our Tech Savvy Seniors Program and our Digital Ambassadors to help deliver events and improve advocacy Achievements• Major contributor to the formulation of the Area Board Plan for FY 17/18• A marked improvement in Digital Literacy in the NSW Central Region and in particular the Upper Hunter, as measured by The Australian Digital Inclusion Index• Improvement in Strategic Net Promoter System scores across NSW Central Region

In my role as the Community Engagement Manager I was accountable to lead and execute local marketing campaigns, local events and sponsorship in the NSW Central region. This role also had a strong role in supporting the Area Board, ensuring execution of business plans and strategies to deliver on Customer Advocacy, People and Shareholder KPIs. In addition, this role was heavily supporting the Area General Manager across local community activities, public relations and stakeholder management.Some of my key responsibilities were;• Scoping, developing, resourcing and executing all on the ground Telstra activations within the NSW Central Region (Greater Sydney, Blue Mountains, Central Coast and Hunter)• Being a voice for local customers, communities, stakeholders and team into the business with a view to improve their experience with Telstra and affect change• Being the relationship manager for the 4 NSW A-League clubs responsible for the local execution of all national contract elements• Planning and management of Telstra National Shareholder events including the Annual General Meeting and the Annual Retail Shareholders Meeting• Managing of all aspects of the Area Board’s financial operations including; budget ask, budget usage, invoicing, spend, reconciliation and PIR on ROI• Representing Telstra at events and meetings throughout the NSW Central region• Conducting media interviews and giving talks at events on behalf of Telstra• Internal and external communications about what Telstra is doing in our local communities and the impact that activity makes• Owning the relationships with Not For Profits, charities and local sporting associations within the NSW Central region• Outreach to schools, libraries and other organisation to develop deeper relationships focused on improving digital literacy and STEAM subject engagement

I was living in Canberra and was asked to move to Sydney to lead the newly launched Discovery Store on George St. The store had been seriously under-performing since its launch in October 2014 and I was brought in to improve team culture, store sales and service performance and resolve major issues with store operations. It was the first Future Retail Environment store for Telstra and had come at major cost to Telstra, as well as being the test case for all the future stores. In this role as Flagship Store Leader some of my responsibilities were;• Building of a high performance culture in the store and in an urgent manner• Being the face of Telstra retail as the only Telstra Future Retail Environment store & the first flagship store in Australia• Development of business strategies and execution to target all KPI areas; NPS, sales & labour• Coaching and mentoring of 5 Assistant Store Leaders, 1 Operations Lead and 2 Retail Operations specialists and 70 team members• Daily feedback and education to team on sales / marketing / promotional activity and performance results• Daily feedback to Area General Manager, Director and Executive Director regarding results and initiatives / strategy• Attending weekly leadership team builds and owning the sales strategy of the AGM area • Recruitment and retention of quality team• Development of an Iconic induction program to help truly deliver what a flagship experience should be Achievements• Development of a high performing team• Took the Discovery store from the bottom 10 in sales performance nationally on 4 KPIs to 3rd in the state and 9 KPIs• Took Discovery iNPS from 53.5 to 64 and eNPS from 33 to 38• High level stakeholder management internal and external;• Telstrao CEO, Group Executive, GMD, ED etc• External:o CBA, NRMA, BUPA, IAG, Lego, Westfield, Microsoft executive teams• Succession planning focuso 3 Assistant Store Leaders to Store Leaderso 5 Customer Advisors to Assistant Store Leaders

In this role I took care of the 31 NSW / ACT Telstra Store Network stores. In this role I had 31 Retail Operations Specialists accountable to me in regards to all operations metrics, including;ShrinkageWrite offsStocktakingMarkdownsAged stockOn account chargesEven though I was only in the role for a short time I was focused on and able to set NSW/ACT up for great operational results.All NSW/ACT stores completed the required weekly cycle counts. This is something that had not happened within the NSW/ACT region for sometime and is no small feat given I achieved this in Christmas peak.Cyclic stocktake scanners had been an issue for well over a year with many stores consistently not able to complete their weekly counts due to scanner faults. I was quickly proactive with this issue and captured the serial numbers of all the stores scanners in order to see if they have the latest software on them. In the year plus that the state had this problem this was the first time the issue had been tackled holistically.I discovered that stores were experiencing higher return rates for HTC handsets than normal and proactively sought a solution. I contacted the HTC rep for assistance and we recieved a list of trouble shooting tips and a help line to contact to resolve these issues. I also distributed this to other states so they too were equipped to deal with these returns and avoid many potential customer issues.I was proactive in getting ahead of the potential increase in theft of floor stock over the Christmas period. I put together a thorough checklist for the state to not only help them prevent theft but also how to deal with it when it does occur. On top of this I was dealing with major stock issues at the Sydney Discovery store. I rolled up my sleeves and got involved first hand in stock counts and became heavily involved with the store in making solid plans to combat and deal with these issues.

I joined Telstra as the Store Leader for the tier 2 Belconnen company owned Telstra store and was quickly promoted to the multisite leader for the 2 Telstra company stores in the ACT. Performing the Store Leader roles for the Belconnen and Woden stores I was responsible for the day to day running of both business including;• Development of business strategies and execution to target all KPI areas; Net Promoter System, team engagement, sales performance & labour• Growing a value based culture, in line with shared company values• Coaching and mentoring of 4 assistant retail managers, 2 retail operations specialists and 40 team members• Daily feedback and education to team on sales / marketing / promotional activity and commission results• Daily feedback to Area General Manager / Local Account Manager regarding results, initiatives and strategy• Successfully divested the Woden store from the company owned Telstra store network to a licensee• Attending monthly executive team builds in Melbourne and Sydney• Recruitment and induction of all team• Performance management• Development and maintenance of ongoing stakeholder relationshipsAchievements• Improvement of Belconnen FY NPS o From July 13 32 INPS on 150 surveyso To June 14 52 INPS on 185 surveys• Belconnen finished on 9 green KPI traffic lights for FY 13/14 and came first in NSW• Belconnen hit net contribution targets 10 months of FY 13/14• Developed a high performing team with improved staff retention• Transformation of the Belconnen store from bottom 10 in NSW (out of 35+ stores) to consistently in the top 5 stores nationally (out of 115+ stores)• Developed and rolled out national bundles reconciliation program• Developed and ran NSW “voice of the customer” program• NSW SL representative on NSW TSN AGM regional allocation committee• NSW SL representative on NSW TSN AGM quarterly target allocation group• Nominated by AGM / NSW state Director to represent ACT / NSW on national councils

Food waste is a major global problem with multiple ramifications and impacts on us and our world. In 2016, my co-founder and I decided it was time to do something about it. The Croppz concept was born out of a passionate conversation about food waste. The plan is to tackle the issue as a community, empower everyone with the information, knowledge and resources, to almost unconsciously make a difference, then ensure benefits for all parties involved.As CEO I am in charge of all stakeholder management, performance data / analytics and customer engagement. I am the face of the business and spend a lot of time networking, making contacts and building momentum. I also look after all of our demand generation, user and platform growth and social media marketing and presence.I stay across what is happening in the surplus food / food waste spheres globally. I am a surplus food evangelist, food waste warrior and I keep our team on track and true to purpose.Achievements• Starting my first business and start-up• Launching the first non-forecasting B2C surplus food marketplace in Australia• Successfully learnt and applied the Lean Start-up principles throughout the development of our start-up• Developed successful demand generation, user and platform growth and social media marketing strategies delivering best practice earnt media, reach and engagement • Launched the Croppz surplus food marketplace MVP within 12 months• Successfully cold called and signed up multiple partners to join the program• Conducted national news interviews representing Croppz• Saved over 500kg of food from going to landfill• Made platform partners considerable revenues from inventory that would have otherwise gone to waste• Took learnings from the MVP and are currently adapting next iteration inline with these learnings

I was initially employed by the Australian Pharmacy Group to bring some sharp retail focus and category management experience to the team. This along with my previous catalogue marketing and buying experience set me and the business up for success. During my time leading the group my role involved;• Managing four community pharmacies and a Priceline franchise pharmacy• Coaching and mentoring of the group operations manager including five retail managers, three business managers and five pharmacists in charge• Providing direction to marketing / buying team regarding promotional strategy and creative focus of our 12 catalogue PA marketing program plus local area marketing• Sign off of all marketing, including: 12 catalogues PA, weekly local area press ads• Recruitment and sign off of all full time appointments and above• Facilitate retail metrics training days once a month with the entire APG management team• Managing the Priceline Woden and the stores 35 staff, hands on for 5 months• Direct liaison with the external Priceline Business Development Manager and State Manager on all Priceline matters,• Organising of external training for specialist roles within the businesses• Representation of APG at all Catalyst and Priceline meetings and conferencesAchievements• Promoted from Group Retail Manager to Group Operations Manager within the first 12 months• The meeting of 85%+ of my KPI areas; Loyalty card enrolments & sales / sales growth / expenses control / mystery shop results / wage control• Initiated full range review / plannogram implementation across the group• Succession planned a retail manager into the group operations manager’s role• Initiated group ranging for all APG pharmacies for the first time• Achieved 5% to 15% sales growth in all pharmacies bar Woden• Successfully dropped SOH by 11% while still achieving an increase in sales and GP• Achieved Priceline compliance bonus for the last 6 quarters

I successfully started, ran and sold one of Canberra’s top tier Hip Hop and Electronic Dance Music artist and entertainment promotion companies.Working with national and international acts to provide a club experience to remember was the mission that we pursued and delivered for thousands of Canberra music enthusiasts.