I connect our clients to our people to make the construction less costly, more timely and with lower risk. DBM Vircon, a premier construction modelling, detailing and digital engineering company, delivers high-profile projects with state-of-the-art technology, uncompromising detail and millimetre precision.

We offer strategic advice to the best Australian high-growth tech ventures and provide opportunities to make connections with our global network of corporate businesses. This program enables us to showcase high-growth tech ventures, their groundbreaking innovations, and the important problems they’re solving to our clients. It allows us to present valuable opportunities to foster and build collaborations that help future-proof organisations through disruptive technology and automation.

Working as a senior member of the government incentives team to drive the following priorities:- enhancing our client's experience with what we do for them- developing business development behaviours across all levels of the team so they are aware of what they can achieve- bringing high performance to life to the team

Championing client value and impact by connecting and focusing the unique power of EY to build a better world. Connecting our specialists with our clients to solve the question ‘how can we make this better?’

Creating connections, unlocking value, long-term relationships. Working in step with Oceania EY Private lead - Justin Howse

Solving company-wide collaborative problems with technology and strong relationships. This role within Videopro is to improve client relationships, sales performance and the development of my team of account managers that are responsible for our corporate, government and tertiary clients. Integral to this success is the ability to develop meaningful relationships with multiple stakeholders and link these to business objectives. Additionally, my experience with driving and embracing innovative cultures in a commercial environment makes me a very valuable contact and resource for the companies, brands and workplaces Videopro partner with.Achievements include: Achieved monthly gross profit targets within six months of commencing this role; previously, the targets had not been met in the previous 18 months. For the complete 2018 financial year, the Enterprise team (corporate, government and tertiary) achieved 97% of revenue and 110% of gross profit. These were more than double the 2017 result. There has been no increase in the number of account managers to achieve this. For the complete 2018 financial year, only four account managers achieved their super stretch gross profit level; they were all from the Enterprise team that I lead. For the first time in six years, the Corporate and Government team was awarded the Business Solutions Team of the Year at Videopro’s 2018 Annual Awards Night. Worked with Account Executives to win new clients. Nominated for Employee of the Year award in 2017. Nominated for Business Solutions Leader of the Year award in 2018.

Delivered AECOM's R&D incentive application internally each year and engaging with my global counterparts to develop meaningful information sharing of R&D results. Additionally, I was accountable for managing and encouraging innovation across all parts of the business and reporting directly to the Finance Director (the equivalent of a Chief Financial Officer). Due to a change in structure in early 2014, my pure innovation role morphed into solving business problems in addition to still being Mr Innovation. These included: • Coordinated the successful resolution of a four-year tax audit in Canada. This involved many discussions with a variety of internal and external stakeholders over a six-month period.• Completed the Canadian Federal Government’s scientific research and experimental development applications for 2013 and 2014 for the Canadian operations at the same time as resolving the audit.• Led the legal entity rationalisation project for our US operations. This meant directly reporting to our global head of tax on a weekly basis (who used this information in her report to the global President of AECOM) to ensure targets were met. As the leader for this project for the 2015 financial year, I had to liaise with many stakeholders – legal, finance, tax, accounting, human resources, operations, real estate, etc. Although I was based in Australia for this role, my influencing and communication skills enabled this project to exceed expectations. In early 2016, I handed over this role to a new hire in our global tax team who was based in the US. • As a result of what I developed for the US rationalisation project, I was asked to lead a similar project for the Australia and New Zealand operations. This was a similar project as the US project but with a much smaller number of entities, ie 40 compared to 452 in the US.• Led a project to improve the way that AECOM views and engages with its contingent workforce.

Coordinating a resolution of the multi-year SR&ED review for our Canadian business as well as completing the 2013 and 2014 SR&ED claims. I also assisted the Canadian business on an ad-hoc basis in this regard.

Assisted all types of companies in all industries in Australia and PNG to access the relevant R&D tax program.Because of my performance and the potential for great personal development, I was accepted into the firm’s Young Leadership Team development program. At the time, this program was second only to the firm’s Genesis Park development program (which was an overseas secondment for six months on a specific project) in terms of personal development. The 10-month course was offered to only 44 people each year that the firm saw as those who had the greatest potential to develop into the leaders of the tomorrow. I still view this program as the greatest leadership and personal development program I have ever experienced. To this day I still follow the learnings and have maintained very close relationships with the course leaders and those that joined me in this program. Increased business development capacity of the team. This meant identifying suitable companies to target, working out how best to approach them and deliver them as a client. Identified, recruited, and mentored a future partner of the firm. Being an integral part of Imelda’s development from a loans officer at ANZ to now being a partner is something that not many people can say they have achieved. From a tax technical point of view, across the six years and the hundreds of applications to the Federal Government that I drafted and submitted, not one application was ever needed to be reviewed or audited. As part of this role, I had many conversations with engineers to gather information and relate what they were telling me about their projects into something that was worthwhile for the company. Engineers do think differently – the ability to be on the same wavelength as them was a skill I developed quickly. Companies I dealt with included AECOM, Arup, Cardno, Aurecon, Leighton Holdings (now CPB), Thiess, Teys Brothers, Suncorp, and Boeing.

Set the leisure progam for 600 maximum security inmates.

Sales assistant in the Carindale and Brisbane City stores in the sporting department.