Responsible for developing renewable hydrogen projects to deliver up to 10% renewable hydrogen blending into AGIG’s gas distribution networks by 2030, and full decarbonisation by no later than 2050 (preferably by 2040).• Delivered Hydrogen Park South Australia (HyP SA), the largest renewable hydrogen facility in Australia, blending 5% renewable hydrogen into the suburb of Mitchell Park in Adelaide (https://blendedgas.agn.com.au/). Secured agreement with BOC gases to transport renewable hydrogen to industrial customers in Whyalla & SA.• Developed Hydrogen Park Murray Valley (HyP MV) and secured funding from ARENA. HyP MV will blend up to 10% renewable hydrogen into the regional towns of Wodonga & Albury (40,000 customers), https://arena.gov.au/news/over-100-million-to-build-australias-first-large-scale-hydrogen-plants/). Currently delivering HyP MV.• Secured funding for Hydrogen Park Gladstone (HyP Gladstone) and the Australia Hydrogen Centre (https://arena.gov.au/projects/australian-hydrogen-centre/) to develop detailed feasibility studies to decarbonise the Victorian and SA gas distribution networks (by no later than 2050).• Several feasibility studies and project development for large scale renewable hydrogen facilities in Brisbane, Melbourne, Regional NSW & Adelaide to inject up to 10% renewable hydrogen into the Victorian, Brisbane, South Australian & regional NSW gas distribution networks. Total projects over 600 MW.• Positioning AGIG as the premier renewable hydrogen producer to supply industrial and mobility markets, such as hydrogen refuelling, MCH, green urea & hydrogen exports. Total projects under development, > 500 MW.Leadership role in developing renewable hydrogen projects, leveraging existing and forming new relationships with the renewable electricity sector. Including the forming of partnerships, driving policy reform, managing customer & stakeholders, securing development approvals & developing innovative flexible Power Purchase Agreements.

• Executive role, appointed to enhance market expertise within Deloitte, building the Energy & Resources practice to provide a holistic commercial offering spanning practice lines;• Influence and secure stakeholder buy-in to integrated service delivery models for key Energy engagements across engagements, building competitive edge in line with market needs;• Own C-level stakeholder relationships with top tier clients including global energy companies and the government, building presence as a thought leader and subject matter expert; • Recruit and develop key talent while leading wider teams of in delivering engagements, rallying resources from Assurance, Advisory, Corporate Finance, Tax and Consultancy practice lines; • Build and maintain collaborative relationships with practice line Partners across the business, presenting energy market developments and opportunities to the CEO and executive team.KEY ACHIEVEMENTS• Built the Energy & Resources practice into a compelling service offering, integrating practice delivery to service and lead engagements across renewables, networks, acquisition, gas and electricity markets, decarbonisation, wholesale and business development;• Pioneered the Deloitte Energy Market Modelling Ecosystem tool, a first-in-sector integrated energy market modelling and scenario planning platform for the Australian market.

At SAHA (a boutique energy and transport consultancy) I developed the energy practice to eminence such that it was acquired by Deloitte in 2010.Advised projects worth over $3 Billion. Key projects included the acquisition of Alinta EATM, the acquisition of Murraylink and Directlink (transmission interconnectors), the review of large scale CCS and renewable energy development projects and commercial review of the Basslink Interconnector.

• Executive leadership role, headhunted to lead the regulatory and market transformation of Singapore Power’s electricity and gas transmission and distribution businesses;• Spearheaded restructure of the National Electricity Market, defining a regulatory framework meeting unique Singapore energy market requirements in consultation with the government;• Drove open access to the gas market, negotiating commercial contracts in gas transportation and distribution and defining pricing strategies to compete with the LPG and diesel segment; • Managed a cross-functional team of >25 spanning commercial, legal and FP&A, motivating performance to deliver timely project completion, providing certainty and enhancing profit;• Provided clarity and thought leadership to the executive team, leveraging global ‘benchmark’ experience in reform to forge productive relationships across the stakeholder environment. KEY ACHIEVEMENTS• Increased SP EVA by SG$50M through the implementation of a new commercial and regulatory model for SG$7BN of energy assets, negotiating new agreements and delivering timely reform;• Key member of the leadership team that raised US$3.8BN from international debt market, restructuring the electricity business to facilitate balance sheet and growth objectives;• Negotiated the first and second regulatory price resets for SP PowerAssets, the electricity distribution company in Singapore with SG$7BN in assets and SG$1.3BN annual revenue;• Delivered gas market reform facilitating privatisation of generation companies (SG$6BN), driving open access by resolving issues related to gas supply and transportation agreements;• Established an open access framework under the Gas Network Code, leading industry working groups to develop the Singapore Network Code and standard operating procedures.

Appointed during the period of deregulation in VIC, defining financial models supporting the company in privatisation, promoted in 1997 to lead the Finance and Strategy functions of the $2.5BN Network business;• Progressed in 1999 to own financial planning and risk management across the group.KEY ACHIEVEMENTS• Development of five and ten year financial plans of Powercor Australia Ltd, a business worth $2.5 billion with annual revenues of $850 million. Presented the plan to credit agencies, banks and shareholders. Lead role in working with the business units to deliver and exceed business plan targets. • Established and implemented a risk management framework to ensure compliance with Board approved risk levels in managing an energy trading portfolio of $700 million. • Established and managed the Powercor Board Committee empowered to manage trading risk on a regular basis. This involved providing independent advice and recommendations for all trading proposals and risk related issues. Ensured consistency between the financial plan and the value and risk associated with the trading portfolio. • Established the Capital Investment Committee and reviewed annual investments of $100 million.• As Finance Manager, Networks was fully responsible for financial and strategic management of the regulated Network business with assets of $2.0 Billion. Responsible for strategic planning, management reporting and budgeting, capital expenditure planning, revenue management, billing and providing key strategic inputs on regulation, network pricing, credit ratings and network acquisitions.• Played a leadership role in negotiating 5 years of regulated revenues worth $1.6 billion as part of the Victorian Electricity Distribution Price Review 2001-2005. • A key member of the privatisation team that managed all negotiations with the Victorian Government and the Electricity Services Industry Reform Unit (ESIRU) during the formation and sale of Powercor.