As a Training Systems Officer, I work as part of a team providing support to the RAAF's large, diverse and complex training systems. I am responsible for identifying competency needs and developing programs in order to meet RAAF operational capability.Your core duties include, but aren't limited to:- Develop, design and evaluate training solutions and workplace assessment processes- Training management and governance- Facilitate the training and development of instructors across the Air Force.- Identify individual competency needs.- Administration of training and assessment systems.- Provide advice on education and training policy.

As the School Lead for the foundation of Challenge Trade and Business College, I spearheaded establishing and developing of an innovative educational institution focused on equipping students with the skills and knowledge necessary to excel in the dynamic world of work and become future-ready.Responsibilities:Strategic Leadership: I executed the college's vision, mission, and strategic objectives, ensuring their alignment with industry trends and educational standards.Curriculum Development: I was crucial in designing and implementing a comprehensive QCAA and vocational curriculum that seamlessly integrated theoretical knowledge with practical industry insights. Staff Recruitment and Development: I led the recruitment of staff members and provided guidance, mentorship, and professional development opportunities to enhance their capabilities and foster a culture of continuous improvement.Stakeholder Engagement: Developing and nurturing strong relationships with industry partners, government bodies, and professional associations through close collaboration with external stakeholders, I established valuable work experience opportunities, apprenticeships, and other industry engagement programs, enriching the educational experience for our students.Student Affairs: Creating a supportive and inclusive learning environment was essential for student success. I dedicated efforts to foster such an environment, catering to the diverse needs of our students. Implementing adequate student support services, including career counselling, academic guidance, and vocational advising, ensured that students received comprehensive support throughout their educational journey.Quality Assurance: Established robust mechanisms for quality assurance to ensure the college's educational program meet or exceeds the NSAAB standard and consistently incorporated improvements to enhance the overall effectiveness of our educational offerings.

The vision for Canterbury's Centre for Entrepreneurship and Leadership (CCEL) is to deliver innovative entrepreneurial and leadership opportunities that will allow students to be future-ready, develop, grow, cope and engage in an ever-changing world learning to live with complexity, uncertainty and diversity.

As the Dean of Students – Secondary and a member of the College Executive, I was responsible to the Principal for all operational, financial and strategic aspects of the Secondary School pertaining to student wellbeing, behaviour, social justice, outdoor education and leadership.

As the Director of Students, I was responsible to the Head of College through the Dean of Middle and Senior School for leading the operational, financial and strategic organisation, delivery and effective implementation of the Student Wellbeing Policy, Wellbeing Program, Behaviour Policy and student leadership from Year 7 to Year 12.

As the Director of Boarding and member of the College Executive, I reported to the College Principal on all operational, financial and strategic aspects of boarding for the Boy and Girl Boarding campuses.

Working closely with the College’s VET Co-ordinator and reporting to the Director of Learning, I manage the curriculum, strategic and operational aspects of the Industrial Design and Technology Department. My vision for this Department was to make the current Technology Facility the best in the Granite Belt District.

Reporting to the Principal, through the Deputy Principal, I am accountable for managing the strategic and operational requirements of the boys’ boarding residential facilities which caters for 85 boy boarders from Year 7 – Year 12. Through the use of my Transformational Leadership style, and my understanding of the Parson’s Leadership Model, I ensure that all boy boarding staff share in the same mission and vision of a proactive approach to the welfare of all boy boarders so that each boarder is able to develop life skills to cope with and engage in an ever changing world.

- Responsibility for all aspects of student and staff social and emotional welfare.- Oversee the effective operational and strategic management of all boarding resources on both the boy and girl boarding campuses.- Establishment and maintenance of professional, timely and collaborative communication and relationships with all members of the College community in order to proactively encourage all College stakeholders to take ownership of the College’s Mission and Vision Statements and use these to enhance the social, emotional and academic welfare of all students.- Holistic management and maintenance of the College’s 4 C’s Programme – Courage, Commitment, Creativity and Care.- Promotion of the four characteristics of developing lifelong learners: Learning how to do, how to know, how to be and how to live together.In consultation with the College Principal and members of the College Executive, identify and advocate change management in order for continual improvement and quality assurance for the ongoing effective holistic delivery of the College’s strategic plan.- Organisation of the fortnightly Year Group Pastoral Care Program in conjunction with Heads of Clan and academic staff in the Senior School.- Organisation of the fortnightly College Assemblies (Grade 5 – Grade 12).- Oversee the management of matters pertaining to student behaviour in consultation with Heads of Clan, Clan Tutors and academic staff.- Compliancy with College policy and procedures in regards to the operational management of the College (Netols).- Project management and oversight of the ongoing maintenance and care of the College’s building and grounds.- Attendance at College events, marketing expo and co-curricular in order to maintain contact with internal and external College stakeholders.

Teaching in the Design and Technology Faculty I was responsible for the timely delivery of curriculum to Middle and Senior School classes. I also played a key role in the management of the newly formed Middle School in my role as a Middle School Team Leader.