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PETER STANWOOD linkedin.com/in/peter-stanwood-889718a/

 0468 888 888

 peter-stanwood@gmail.com

 Aberfoyle Park SA 5159

Results-driven Chief Executive with a proven record of leading government-owned port and transport infrastructure organisations through complex capital investment, operational reform and enterprise transformation, I bring more than two decades of senior executive experience operating within highly scrutinised public enterprises. My background spans port authorities, marine and landside logistics, transport interfaces and capital-intensive asset portfolios, delivered in close partnership with Boards, shareholder ministers, Treasury and regulators. I am recognised for stabilising distressed programs, restoring stakeholder confidence, modernising governance, risk and assurance frameworks, and aligning strategy, people and capital to deliver safe, resilient and commercially sustainable outcomes. With deep experience leading major port redevelopments, freight and passenger terminal infrastructure and multi-year investment programs, I combine strategic clarity with disciplined execution in politically sensitive and operationally complex environments. I am motivated to lead TasPorts through its next phase of investment, cultural renewal and long-term value creation, strengthening Tasmania’s trade connectivity, economic resilience and public trust while maintaining strong social licence and public accountability.

QUALIFICATIONS & TRAINING 2020 - 2022 1988 - 1992

Master of Data Science Bachelor of Science (Honours) - Building Surveying

James Cook University South Bank University

KEY SKILLS & COMPETENCIES  Government-Owned Enterprise Leadership: Leads and advises accountable port and transport enterprises, balancing

commercial performance, public value and shareholder expectations within government-owned operating environments.

 Ports and Marine Infrastructure Leadership: Provides executive leadership across port authorities, marine assets, wharf

infrastructure and terminal developments, ensuring safe, resilient and efficient maritime and landside interfaces.

 Capital Investment and Asset Stewardship: Designs and delivers multi-year capital investment programs for

capital-intensive asset portfolios, optimising asset performance, funding strategies and long-term sustainability.

 Board and Shareholder Engagement: Works closely with Boards, Chairs, shareholder representatives and Treasury

officials, providing clear, decision-ready advice within high-governance and public accountability settings.

 Enterprise Transformation and Recovery Leadership: Leads organisational recovery, governance reset and cultural

renewal initiatives within underperforming or distressed infrastructure enterprises facing heightened scrutiny.

 Commercial Governance and Financial Oversight: Exercises rigorous commercial discipline across large infrastructure

portfolios, strengthening cost control, investment prioritisation, capital efficiency and long-term value outcomes.

 Risk, Assurance and Regulatory Alignment: Establishes and embeds contemporary risk management, assurance and

compliance frameworks aligned to regulatory obligations, governance standards and shareholder expectations.

 Stakeholder and Social Licence Management: Builds and maintains trust with unions, regulators, communities and

commercial partners, recognising workforce confidence and social licence as critical enablers of performance.

 Executive People and Culture Leadership: Builds and leads high-performing executive teams, embedding accountability,

safety leadership, succession planning and values-driven organisational culture across complex organisations.

 Operational and Interface Management: Demonstrates deep understanding of port operations, freight logistics,

passenger terminals and complex marine and landside connectivity requirements within highly regulated environments.

 Crisis and Incident Leadership: Provides calm, decisive leadership during high-profile incidents, delivery disruptions and

periods of heightened public and political scrutiny, maintaining stability, safety assurance and stakeholder confidence.

 Strategic Communication and Influence: Communicates complex commercial, operational and risk matters with clarity

and authority to Boards, shareholder representatives, regulators and senior stakeholders, enabling strategic alignment.

 Major Program Recovery and Reset: Leads complex program recoveries involving contract renegotiation, governance

reset and capability rebuild, restoring delivery confidence and stakeholder trust on high-profile infrastructure initiatives.

 Capital Funding and Investment Advisory: Provides leadership on capital funding strategies, investment cases and

long-term capex prioritisation, advising Boards on asset optimisation, divestment options and funding constraints.

 Multi-Party Delivery Environment Leadership: Directs large, multi-party delivery ecosystems involving owners, operators,

contractors, regulators and advisors, maintaining alignment across competing objectives, interfaces and accountabilities.

 Public Scrutiny and Assurance Navigation: Operates effectively under public, political and media scrutiny, supporting

Boards and executives through assurance reviews, parliamentary processes and high-visibility stakeholder engagement.

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EMPLOYMENT HISTORY Mar 2018 - May 2026 May 2025 - May 2026 May 2024 - May 2025 Jul 2023 - May 2024 Mar 2018 - Jul 2023

APP CORPORATION | www.app.com.au

Adelaide, South Australia

Executive General Manager - Infrastructure Delivery Acting Chief Executive - Energy & Utilities National General Manager - Industrial & Logistics & Regional General Manager General Manager - Industrial & Logistics

APP Corporation is a leading Australian integrated property and infrastructure consultancy providing strategic advisory, project delivery and assurance services across the full asset investment lifecycle to public and private sector clients. The company has a proven track record in complex infrastructure, transport, property and utilities projects.

Executive General Manager - Infrastructure Delivery RESPONSIBILITIES: • Provide enterprise-level strategic and operational leadership across APP Corporation’s infrastructure delivery and energy advisory businesses, guiding the practice from market establishment through to sustained profitability and long-term value creation, while applying deep expertise in regulated transmission environments and TNSP commercial models to execute growth strategies that deliver consistent revenue expansion and a strong pipeline of repeat clients.

• Hold accountability for a substantial P&L, exercising rigorous financial governance, disciplined cost control and capital optimisation to maximise returns on investment, while leading strategic business planning across multiple corporations, jurisdictions and portfolios and directing major business transformation initiatives focused on supply chain redesign, operating model optimisation and organisational resilience.

• Support clients at executive and board level through change and national restructuring programs, providing trusted advice, governance oversight and decisive change leadership, while building high-value stakeholder relationships across government, regulators, investors and industry partners, leading executive recruitment, overseeing board-level reporting, compliance advice and championing a culture of continuous improvement, innovation and collective accountability.

ACHIEVEMENTS: • Served as Executive Director appointed by the Tasmanian Government to lead the recovery of the failed Spirit of Tasmania relocation project, rebuilding the delivery team, renegotiating all major contracts and establishing a defensible program structure and budget. Successfully navigated two Gateway Health Reviews, provided evidence to the Parliamentary Accounts Committee on four occasions, and restored confidence across TT-Line, Treasury and shareholder ministers during concurrent changes to the Chair, Board and Chief Executive. Drove deep cultural and governance reform across both the project and the organisation, with progress referenced positively in Parliament by the Premier.

• Led technical and commercial due diligence for Brookfield Asset Management on the acquisition of the regulated Clarus FirstGas gas network in New Zealand, developing the full 20-year capex and opex profile across four regulated entities and supporting investment decision-making within a highly regulated transmission environment.

• Acted as M&A lead for the divestment of Patrick Port Operations across five Australian ports, developing comprehensive opex and capex strategies and leading technical and commercial presentations to a Qatari sovereign wealth fund as the acquiring party.

• Appointed by Brookfield to recover a failing data centre investment portfolio operating across Australia, New Zealand and South Korea, stabilising four distressed projects valued in excess of $2 billion. Reduced New Zealand investment exposure from $1.1 billion to $600 million, returned the South Korean program to budget, and briefly assumed the role of Chief Technical Officer to execute a decisive cultural and leadership reset across the business.

• Established APP Corporation’s National Energy and Utilities division, growing the practice to more than $20 million in revenue within two years and exceeding target EBITA through disciplined commercial management, strategic market positioning and repeat client engagement.

• Delivered senior commercial and delivery leadership across flagship global infrastructure programs, including the $7 billion Aramco LNG project in the GCC, the $4 billion Western Renewables Link for AusNet, AusNet’s ongoing transmission delivery program, the $4 billion AirFirst project in South Korea, and a multi-billion-dollar global data centre portfolio, securing multiple repeat engagements through trusted execution.

• Provided M&A advisory support to global equity investors across the infrastructure and energy sectors, including the FirstGas Clarus acquisition, supporting transaction structuring, risk assessment and investment confidence.

• Led APP Corporation’s Audit and Integrated Business Systems function, delivering a comprehensive business-wide systems transformation and securing annual recertification across a six-year period through strengthened governance, assurance and compliance frameworks.

• Developed APP’s national industrial sector stream, delivering ALDI’s $1 billion national divestment strategy from business case through to execution, the Geelong Port initiative supporting delivery of the new Spirit of Tasmania site and Brookfield’s port divestment and the $2.5 billion future submarine base and industrial precinct in Adelaide.

Executive General Manager: Energy & Utilities RESPONSIBILITIES: • As Executive General Manager, Energy and Utilities, I provided senior executive leadership to APP’s national and international Energy and Utilities practice, driving renewable energy investment, innovation and commercial development across multi-billion-dollar programs supporting Australia’s energy transition.

• Led a high-performing multidisciplinary team delivering end-to-end advisory, investment and delivery services across the full asset lifecycle, from strategy development and capital structuring through to project delivery and operational readiness across renewable generation, transmission and distribution sectors.

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EMPLOYMENT HISTORY RESPONSIBILITIES: • Engaged extensively with governments, regulators, investors, communities and delivery partners to steer complex projects through social licence, regulatory and public accountability frameworks, ensuring transparency, legitimacy and sustained stakeholder confidence in politically and socially sensitive environments.

KEY ACHIEVEMENTS: Appointed to lead the recovery, governance reset and delivery strategy for the Western Renewables Link 500/220kV transmission project, providing executive oversight of commercial negotiations, stakeholder alignment and delivery readiness for one of Australia’s most significant regulated transmission investments nationally.

• Led executive advisory support for the acquisition of a major air separation portfolio in South Korea, delivering comprehensive technical and commercial due diligence, detailed investment risk assessment and strategic integration advice for a complex, multi-asset international transaction involving multiple stakeholders across jurisdictions.

• Provided senior executive leadership on a large-scale LNG sulphur recovery program in the GCC, overseeing investment assurance, delivery strategy and robust risk frameworks to support safe, compliant and commercially viable execution within a highly regulated energy environment and jurisdictional context.

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General Manager - Industrial & Logistics RESPONSIBILITIES: • As General Manager for Industrial and Logistics, I led a multidisciplinary team of strategic specialists delivering integrated Program Management Office and end-to-end project delivery services to owners, operators and investors across major infrastructure investment portfolios.

• Held responsibility for overseeing strategic planning, due diligence and advisory services, full project and portfolio management, project controls and construction delivery across complex industrial, port, logistics and high-voltage transmission assets, with executive accountability for governance frameworks, service integration and delivery assurance.

KEY ACHIEVEMENTS: • Led the Geelong Port redevelopment and wharf upgrade program supporting the Spirit of Tasmania operations, valued at approximately $200 million, delivering enhanced maritime capacity, safety, resilience and efficiency outcomes.

• Led delivery of a national retail logistics upgrade programme valued at approximately $2 billion, encompassing network optimisation, asset performance improvement and end-to-end supply chain capability uplift initiatives.

• Directed a National Temperature-Controlled Warehouse Network Resilience Programme, strengthening operational continuity, supply chain reliability and risk mitigation across critical food and retail distribution assets.

• Delivered operational reviews and business cases for ALDI, supporting strategic investment, capital prioritisation and long-term national network planning decisions across logistics and distribution portfolios.

• Led the master planning for the redevelopment of the Sydney Overseas Passenger Terminal, supporting long-term port, precinct optimisation and integrated transport and tourism outcomes for government stakeholders.

• Served as Project Director for Advisory services on the Future Submarine Base at Osborne, South Australia, supporting a major defence infrastructure investment valued at approximately $1.6 billion and national capability objectives.

• Led the ALDI Distribution Centre Development Programme valued at approximately $100 million.

Directed national retail automation planning initiatives and supporting business cases valued at $150 million.

• Delivered major industrial and logistics projects including the Linfox Northern Territory Refrigerated Distribution Centre.

BOARD APPOINTMENTS & COMMITTEE WORK Mar 2020 - May 2024

TUTTI ARTS | www.tutti.org.au Board Member

RESPONSIBILITIES: • Tutti Arts is a registered National Disability Insurance Scheme provider with national and international recognition for the quality and impact of its artistic programs. As a Board Member, I contributed to governance, strategic planning and organisational oversight, supporting NDIS compliance, risk management and financial stewardship, while providing commercial and stakeholder insights to strengthen governance outcomes, partnerships and the promotion of inclusive arts practice across South Australia and broader markets.

Jan 2021 - Apr 2022

PROPERTY COUNCIL OF AUSTRALIA | www.propertycouncil.com.au Chair - South Australian Industrial Committee

RESPONSIBILITIES: Provided strategic leadership as Chair of the South Australian Industrial Committee, setting priorities and guiding the advocacy agenda for the industrial property sector. Chaired formal committee meetings to drive informed discussion and alignment with national policy objectives, represented the organisation in government and industry consultations, contributed to policy submissions and fostered collaboration and knowledge sharing to strengthen industry influence.

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REFEREES AVAILABLE ON REQUEST Page 3 of 3

0455 555 555

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jen-johnson@live.com.au

linkedin.com/in/jen-johnson

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Jennifer Johnson CAREER PROFILE Distinguished and results-oriented procurement executive with over a decade of exemplary experience in strategic sourcing, supply chain optimisation, financial operations and organisational transformation, I am now seeking to leverage my extensive commercial leadership expertise within the public service sector. Demonstrated success in developing and implementing innovative procurement, governance and operational strategies that have delivered substantial cost reductions, enhanced organisational capability and strengthened service delivery outcomes across complex and highly regulated environments.

Possesses extensive experience engaging executive stakeholders, leading transformational change initiatives, managing large-scale procurement programs and ensuring compliance with governance, risk and regulatory frameworks. Adept at fostering collaborative partnerships across multidisciplinary teams, government stakeholders and external service providers to align strategic procurement initiatives with broader organisational and community objectives. Recognised for driving continuous improvement, strengthening operational efficiency and implementing sustainable sourcing and procurement practices that support long-term strategic outcomes. Committed to contributing strong leadership capability, commercial acumen and strategic policy insight within a senior public service procurement, commercial or operational leadership role.

SELECTED ACHIEVEMENTS  Strategic Development: Formulated a robust strategy to centralise commercial capabilities, significantly enhancing

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operational efficiency. This initiative included the creation of a detailed roadmap that is closely aligned with the business ambitions in the APAC region, ensuring a cohesive approach to achieving organisational objectives.

Strategic Roadmap Development: Developed a comprehensive three-year strategic roadmap for the Procurement function, meticulously addressing key pain points while ensuring alignment with stakeholder feedback and long-term organisational goals. This roadmap serves as a guiding framework to enhance procurement processes and drive value.

Procurement Transformation: Overhauled the procurement function, yielding cost savings of over $21.8 million in Year 1 and $23.8 million in Year 2, with additional cost avoidance of $10 million and $5 million respectively.

Integration and Centralisation: Centralised shadow functions in procurement and property operations and established a hybrid outsourced operational structure for Hong Kong's financial operations within three months.

P2P Solution Implementation: Executed a business case for a Purchase-to-Pay solution, achieving approximately 80% compliance by value within 12 months, significantly enhancing procurement effectiveness organisation-wide.

Employee Engagement: Conducted a comprehensive Employee Engagement survey in 2025, achieving an impressive engagement score of 87%, which was the highest in the Supply Chain division, reflecting strong leadership.

Financial Impact: Delivered significant profit and loss benefits totalling $14.2 million in 2025, with total cost reductions exceeding $23 million through proactive procurement initiatives, enhancing overall financial performance.

Agile Strategic Sourcing: Implemented an agile Strategic Sourcing model, significantly improving sourcing and contracting processes for major freight and warehousing operational requirements from 2021 to 2024.

Supplier Management: Reduced supplier-related manufacturing downtime to below 1% line uptime through a Supplier Relationship Management program, significantly enhancing overall production reliability outcomes.

Sustainable Sourcing: Developed a Sustainable Sourcing agenda, projected to yield $4 million in measurable benefits over three years by integrating economic, social, and environmental sustainability considerations.

Materials Management Maturity Model: Delivered a peer-reviewed maturity model for Materials Management, fostering a culture of continuous improvement through comprehensive assessment tools and engagement plans.

Category Management Relaunch: Relaunched the Category Management approach, enhancing procurement processes and supplier engagement through a structured stage-and-gate governance framework methodology.

QUALIFICATIONS & TRAINING 1996 2018 2018 2017

Bachelor of Chemical Engineering Global Leadership Development Program United Leadership Resilient Leaders

Monash University Asahi Group Holdings Asahi Beverages Monash University Page | 1

EMPLOYMENT HISTORY June 2022 - Current Oct 2023 - Current Jun 2022 - Oct 2023

BUPA | www.bupa.com.au

Melbourne, Victoria

Director of Procurement, Property and Financial Operations Head of Procurement

Bupa is a global health and care company dedicated to helping people live longer, healthier lives. With a strong focus on customer service, Bupa provides health insurance, aged care and wellness services to individuals and families. Committed to innovation and quality, Bupa aims to improve the health and wellbeing of members while supporting local communities.

Director of Procurement, Property and Financial Operations RESPONSIBILITIES:  As the Director of Procurement, Property and Financial Operations, I oversee the leadership of commercial and support services related to leasehold property management, procurement, and financial operations, which encompass accounts payable, receivable, and banking activities across the Asia-Pacific region. Reporting directly to the CFO, I am responsible for developing and implementing strategic initiatives that optimise operational efficiency and financial performance. My role involves fostering collaboration between departments to ensure alignment with corporate objectives while delivering exceptional service and support to internal stakeholders and external partners.

ACHIEVEMENTS: In October 2023, I was entrusted with the pivotal role of Director of Procurement, Property, and Financial Operations during my direct manager's secondment to an internal position. Following his successful appointment, I was permanently offered this strategic leadership role, recognising my capabilities and contributions to the organisation.  Within the first three months, I formulated a comprehensive strategy aimed at centralising commercial capabilities to enhance operational efficiencies and elevate service delivery in alignment with the business’s strategic agenda.

Recognising that the function's KPIs and operational model were rapidly falling behind the growth and strategic plans, I identified the need for a new operating model that would support the APAC business's future ambitions and facilitate the cost-effective identification and execution of opportunities to maximise commercial value. The resulting strategy serves as a detailed roadmap for this transformation.  A key priority was the integration and centralisation of shadow functions within procurement and property operations, ensuring teams were appropriately sized and each delivery model was realigned with the strategic objectives outlined by business leaders. Additionally, I successfully implemented a hybrid outsourced structure for Hong Kong Financial Operations within a three-month timeframe, marking a significant milestone in optimising our operational framework. 

Head of Procurement RESPONSIBILITIES:  As the Head of Procurement, I collaborated with senior business leaders to achieve commercial outcomes that aligned with the enterprise strategy, focusing on the development and implementation of year-on-year savings across a substantial $1.2 billion spend. My role extended across Bupa APAC, where I influenced stakeholders at executive and operational levels, driving a transformation from a reactive, tactical support function to a strategic, proactive entity that adds significant value to commercial business outcomes. Through this shift, I established procurement as an essential enabler of organisational success, enhancing efficiency and fostering a culture of innovation within the procurement function.

ACHIEVEMENTS:  Spearheaded the transformation of a robust, commercially-focused Procurement function, yielding actual cost savings of over $21.8 million in Year 1, $23.8 million in Year 2, an additional $10 million in Year 1 and $5 million in Year 2 in Cost Avoidance benefits, demonstrating a significant impact on the organisation’s financial performance.  Designed and launched a comprehensive strategic roadmap outlining three-year forward-looking targets for the Procurement function. This roadmap included a detailed articulation of current and future states, identifying pain points and opportunities and aligning the value proposition with feedback gathered through interviews and discussions with key business stakeholders. A 12-month detailed pipeline of phased initiatives was developed for critical business functions and channels, supported by a high-level three-year pipeline to align with the organisation’s long-term aspirations.  Led the business case through to execution for a purchase-to-pay (P2P) solution, addressing a situation where only 30% of the business utilised a purchasing system and merely 50% of spend was covered by an order. Successfully selected a suitable system, developed streamlined processes, created comprehensive training programs, and implemented a change management and communication platform to facilitate effective and compliant purchasing practices. Within 12 months, achieved approximately 80% compliance by value, significantly enhancing procurement effectiveness across the organisation.

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EMPLOYMENT HISTORY Oct 2020 - June 2022

HEALTHSCOPE | www.healthscope.com.au

Melbourne, Victoria

Head of Capability & Transformation Healthscope is a leading private healthcare provider in Australia, employing over 18,000 staff and collaborating with 17,500 accredited medical practitioners. The company operates 30 acute hospitals, seven mental health facilities and six rehabilitation hospitals nationwide, delivering high-quality care and innovative health services.

RESPONSIBILITIES:  Reporting to the General Manager of Procurement & Supply Chain, I spearheaded the capability uplift of the internal team while driving the broader supply chain transformation program across the organisation. This initiative encompassed critical programs such as Purchase to Pay, Source to Contract, Materials Management, and Logistics Network Redesign. I provided strategic leadership and expert technical procurement advice on policies, procedures, systems, and data standards to key stakeholders engaged in procurement planning, sourcing, and contract management activities, ensuring alignment with business objectives and fostering a culture of continuous improvement to meet evolving organisational needs and expectations.

ACHIEVEMENTS:  In the first 90 days, successfully relaunched a comprehensive recording and reporting tool for benefits tracking, effectively integrating the FY21 pipeline for enhanced visibility and accountability.  Secured full funding for the Procure-to-Pay (P2P) upgrade across all organisational spend, mobilising cross-functional teams of subject matter experts and stakeholders to collaboratively design, develop, and critique the program, ensuring alignment with strategic objectives.  Led a three-year functional transformation initiative focused on establishing and maturing commercial and performance standards, contract management practices, and enhancements in purchasing operations. This strategic effort resulted in demonstrable uplift and maturity in key capabilities, including contract management, supplier relationship management, customer management, performance governance, and master data management.  Established a “Quick Wins” program to drive improvements in clinical materials management within hospitals, achieving significant percentage reductions in spend relative to revenue at pilot sites.  Delivered a peer-reviewed Materials Management maturity model, complete with assessment tools and change management engagement plans, fostering a culture of continuous improvement across the organisation.  Relaunched the Category Management approach by implementing a stage-and-gate governance framework, Due Diligence protocols, and a comprehensive Supplier Lifecycle Management program, enhancing procurement processes and supplier engagement.

May 2019 - Sep 2020

CONSULTING WORK

Melbourne, Victoria

Independent Consultant RESPONSIBILITIES:  As an Independent Consultant, I provided comprehensive advisory and consulting services to small and medium enterprises (SMEs) within the fast-moving consumer goods (FMCG) and Facilities Management sectors. My services encompassed the development and execution of procurement function strategies, tailored to enhance operational efficiency and effectiveness. Additionally, I offered strategic commercial advice on national tender bids, guiding clients through the complexities of the bidding process to optimise their chances of success and drive sustainable growth.

Feb 2020 - Sep 2020

KINRISE | www.kinrise.com.au

South Yarra, Victoria

Head of Procurement Kinrise is a privately owned snack food manufacturing company based in Australia, renowned for its household brands including Greens, Unibic, Lowans, and Waterthins. Established in 2018, Kinrise is dedicated to delivering high-quality snack products while centralising its procurement function to enhance third-party spend management. industry.

RESPONSIBILITIES:  In this interim position, I served as a key advisor tasked with designing and implementing fit-for-purpose procurement services tailored to the company’s operational needs. My role involved assessing existing procurement processes, developing strategic frameworks, and ensuring that procurement practices aligned with Kinrise's goals for efficiency and sustainability. By establishing robust procurement services, I contributed to enhancing the overall effectiveness of the organisation’s supply chain management while fostering a culture of collaboration and continuous improvement.

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GEORGE DI’MAGGIO linkedin.com/in/george-dimaggio-a4849126a/  0455 555 555

 george.dimaggio@correctiveservices.nsw.gov.au

 Sydney, New South Wales

Demonstrating exceptional results as an accomplished corrections professional with broad experience providing high level operational leadership and direction for management in correctional centres, I am eager to undertake new challenges as Manager of Security within Corrective Services NSW. Possessing nineteen years of progressive custodial and operational experience, I have built a distinguished record of delivering excellence across security management, workforce capability, and statewide reform. My leadership has encompassed high-stakes initiatives including the Junee and Parklea Transition Training Projects and the statewide redesign of the Certificate III in Correctional Practice, earning executive commendation for exemplary governance, innovation and delivery. I possess advanced expertise in risk management, compliance and incident command, underpinned by an in-depth understanding of the Custodial Operations Policy and Procedures and the principles of safety, accountability and ethical leadership. As a respected leader and mentor, I drive professionalism, discipline and consistency across complex custodial environments. I am dedicated to advancing Corrective Services NSW’s strategic objectives by leading with integrity, reinforcing security excellence, and ensuring the safe, secure and humane management of offenders across the correctional system through accountable, transparent and visionary leadership.

KEY SKILLS & COMPETENCIES            

Strategic Leadership and Governance: Proven record of leading multidisciplinary teams, driving strategic outcomes and embedding organisational excellence through disciplined governance and high-impact operational leadership.

Security Operations Management: Expert in managing custodial operations, maintaining procedural integrity, incident readiness, and robust risk mitigation strategies across diverse correctional facilities and operational environments.

Executive-Level Project Delivery: Successfully delivered politically sensitive and high-profile statewide transition and curriculum reform projects with professionalism, and measurable operational success that enhanced performance.

Training and Workforce Development: Advanced capability in designing, implementing and evaluating accredited and non-accredited programs to strengthen workforce competence, operational alignment and capability development.

Stakeholder and Interagency Collaboration: Skilled in liaising with senior executives, government agencies and private sector partners to achieve coordinated, compliant, and sustainable outcomes that align with strategic priorities.

Crisis and Emergency Leadership: Exceptional command of incident management and emergency response, maintaining composure, authority, and situational control under extreme operational pressure while ensuring safety.

Policy and Compliance Expertise: Sound knowledge of legislative frameworks, COPP and audit processes, ensuring consistent adherence to CSNSW, RTO and statutory governance requirements across all operational environments.

Risk Identification and Mitigation: Proficient in conducting security assessments, identifying systemic vulnerabilities and implementing proactive, evidence-based corrective strategies to strengthen organisational resilience.

Operational Planning and Coordination: Capabilities in strategic scheduling, resource management and operational planning to achieve seamless, compliant program delivery, enhanced efficiency and sustained performance.

Mentorship and Staff Capability Building: Dedicated to mentoring emerging leaders, fostering accountability, ethical conduct, and continuous professional improvement across the broader custodial workforce and training environments.

Communication and Stakeholder Influence: Persuasive and adaptable communicator who builds trust, conveys information clearly, and maintains professional rapport across all organisational levels and external partnerships.

Integrity and Professional Excellence: Widely recognised for unwavering integrity, ethical decision-making and consistent demonstration of the CSNSW values of service, accountability, leadership, and professional responsibility.

QUALIFICATIONS & TRAINING 2018 2017 2017 2017 2017 2014 2014 2014 2014

Certificate IV in Correctional Practice Certificate IV in Training and Assessment (TAE40110) Working with Domestic Violence Offenders Working with AOD Offenders Electronic Document Records Management System Radicalisation & Extremism Awareness Online Program Managing Inmate Misconduct OIMS Movements Aboriginal Cultural Awareness

2014 2013 2007 2007 2007 2007 2007 2007

Business Continuity Planning Awareness Course e-Learning Essentials Security Emergency Procedures Training Course (SEPTC) Report Writing Communications in Case Management Case Management Training Departmental Offender Integrated Management System (OIMS) Correctional Officer Initial Training Page | 1

EMPLOYMENT HISTORY 2006 - Current 2023 - Current 2025 - Current 2022 - 2023 2021 - 2022 2020 - 2021 2018 - 2020 2017 - 2018 2012 - 2017 2006 - 2012

CORRECTIVE SERVICES NSW

Various locations and centres as detailed below: Senior Assistant Superintendent - Corrective Services Academy NSW Acting Manager of Security - Corrective Services Academy NSW Assistant Superintendent - Custodial Training Unit (CTU), Corrective Services Academy NSW Senior Correctional Officer - Metropolitan Remand and Reception Centre (MRRC) Senior Correctional Officer - Dillwynia Correctional Centre Assistant Superintendent Learning & Development Officer - Corrective Services Academy NSW Learning and Development Facilitator - Brush Farm Corrective Services Academy Senior Correctional Officer - Gate, Wings and Program Areas, ACMU and VOTP (MSPC) First Class Correctional Officer - Metropolitan Special Programs Centre (MSPC)

Senior Assistant Superintendent Corrective Services Academy NSW RESPONSIBILITIES: • Provide high-level leadership and operational oversight within a dynamic custodial training environment, managing up to 150 learners daily and ensuring adherence to CSNSW legislative, policy and safety requirements.

• Lead the redesign and redevelopment of the Certificate III in Correctional Practice, overseeing all phases from strategic planning and content development through to quality assurance, implementation, and post-delivery evaluation.

• Drive complex, high-profile projects with significant political and reputational impact, maintaining composure and adaptability under pressure while effectively balancing competing priorities and deadlines.

• Engage, consult and negotiate with key stakeholders including Australian Border Force, Queensland Corrective Services, GEO Group, and CSNSW Senior Executives to ensure alignment, compliance, collaboration and the consistent application of best practice across all statewide training and operational outcomes.

• Develop, manage, and monitor detailed project schedules and budgets, applying sound financial governance, resource optimisation, and cost-effective strategies to achieve value for money without compromising program quality.

• Provide ongoing leadership, mentorship, and professional development for instructional staff, fostering capability, accountability, collaboration, and continuous improvement across all training programs and delivery environments.

• Conduct performance monitoring and program evaluation, incorporating stakeholder feedback, audit outcomes and regulatory updates to ensure training delivery remains current, compliant, and operationally relevant.

• Champion a culture of excellence, integrity, professionalism, and innovation within the Academy, promoting safety, accountability, inclusion, and alignment with the broader strategic objectives of Corrective Services NSW. ACHIEVEMENTS: Successfully delivered the statewide redesign of the Certificate III in Correctional Practice, creating a modernised, fully compliant and operationally relevant qualification that strengthened workforce capability, improved statewide consistency, and significantly enhanced professional training standards across Corrective Services NSW. • Provided executive-level leadership in the Junee and Parklea Transition Training Projects, ensuring the seamless integration of staff and operations into CSNSW through comprehensive training coordination, stakeholder engagement, and risk-managed project delivery, resulting in high-level commendation for exemplary leadership and performance.

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Junee Transition Training Project - Lead PROJECT DUTIES: • Provided end-to-end leadership of the Junee Transition Training Project, a politically and operationally sensitive statewide initiative facilitating the seamless transition of GEO Junee staff and operations into Corrective Services NSW. • Directed all phases of project delivery, from strategic planning and stakeholder consultation through to implementation, evaluation, and post-transition review, ensuring full compliance with CSNSW standards and governance requirements.

• Conducted a comprehensive gap analysis of existing GEO training frameworks, identifying compliance risks, operational inefficiencies, and areas of divergence from CSNSW legislative and procedural standards.

• Authored a detailed 13-page training and transition plan encompassing custodial and non-custodial roles, induction requirements, competency assessments, and alignment with COPP and RTO accreditation obligations.

• Managed complex logistics including scheduling, resourcing, venue coordination and trainer deployment, ensuring the seamless integration of training delivery with operational rosters and service continuity.

• Acted as the principal liaison between internal and external stakeholders, navigating intricate political, contractual, and industrial frameworks with diplomacy and professionalism while maintaining CSNSW integrity and public accountability.

• Oversaw project budget and resource allocation, implementing cost-optimisation measures that achieved approximately $200,000 in savings while maintaining delivery quality and stakeholder confidence.

• Collaborated extensively with high-level stakeholders including Australian Border Force, Queensland Corrections, and private provider GEO, ensuring the exchange of expertise and alignment of national correctional standards.

• Monitored project milestones, facilitated evaluation processes, and drove continuous improvement through adaptive planning, responsive leadership, and transparent reporting to executive management.

• Successfully delivered the transition within scope, time, and budget, earning a Deputy Commissioner’s Commendation for exemplary leadership, stakeholder management, and operational excellence.

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Parklea Transition Training Project PROJECT DUTIES: • Appointed as Project Lead for the Parklea Transition Training Project, a major state-level initiative to facilitate the seamless integration of staff and operations from the privately managed Parklea Correctional Centre into Corrective Services NSW. • Provided strategic direction, planning, and leadership to ensure the project’s early stages were established on a strong foundation of governance, risk management, stakeholder engagement and operational readiness.

• Conducted comprehensive preliminary analysis of existing Parklea training frameworks and operational processes to identify compliance gaps, workforce capability needs, systemic risks and alignment requirements with CSNSW standards and the Custodial Operations Policy and Procedures (COPP).

• Initiated consultation with key internal and external stakeholders including CSNSW executive leadership, private sector representatives, training specialists and industrial relations advisors to define project scope, objectives, and deliverables.

• Developed the initial structure of a comprehensive transition and training plan, drawing on lessons learned and best practices from the successful Junee Transition Project, to ensure consistent and compliant implementation.

• Established robust reporting mechanisms, governance documentation, and communication channels to facilitate transparency, accountability, informed decision-making and executive oversight throughout all phases of the project • Oversaw early-stage logistical planning, including trainer allocation, curriculum design, resource identification, and scheduling coordination to ensure full operational readiness and seamless execution during the delivery phase.

• Maintained a focus on workforce engagement, safety and professional development, ensuring that transitioning staff are supported, informed, and confident in adopting CSNSW standards and practices.

ACHIEVEMENTS: Successfully initiated and structured the Parklea Transition Training Project, applying the proven frameworks, leadership principles, and quality assurance strategies developed through the Junee transition, ensuring readiness for full-scale delivery under Corrective Services NSW governance.

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Acting Manager of Security Corrective Services Academy NSW RESPONSIBILITIES: • Provide strategic leadership and operational oversight of the Academy’s security and custodial training programs, ensuring compliance with CSNSW policies, legislative frameworks, and national RTO standards.

• Lead and coordinate a multidisciplinary team comprising Senior Assistant Superintendents, Administrative staff (Clerk Grade 9/10), Assistant Superintendents and Learner Correctional Officers to deliver quality, compliant training outcomes.

• Oversee the delivery of key programs including Certificate III in Correctional Practice, Managing At-Risk Inmates, First Aid and CPR, maintaining curriculum integrity, consistency, operational relevance and alignment with CSNSW training governance, compliance frameworks and broader organisational capability objectives.

• Manage competing priorities and complex workflows across multiple training streams, ensuring deadlines, accreditation requirements and executive directives are achieved within resource and budget parameters.

• Implement and manage initiatives directed by senior executives, translating strategic objectives into practical operational outcomes that strengthen capability, compliance, and workforce safety across the custodial network.

• Conduct regular reviews, audits, and evaluations of training delivery and security processes to identify risks, improve efficiency, and support continuous quality improvement.

ACHIEVEMENTS: Recognised for effective leadership and governance in coordinating large-scale security training programs, ensuring operational readiness, staff competence, and alignment with CSNSW strategic priorities across statewide training.

• Fostered a culture of integrity, accountability and professional excellence by mentoring staff, encouraging collaboration, and promoting adherence to the values and behavioural standards of Corrective Services NSW. •

Assistant Superintendent Custodial Training Unit (CTU), Corrective Services Academy NSW RESPONSIBILITIES: • Led the design, coordination and delivery of accredited and non-accredited training programs across Community and Custodial Corrections, ensuring alignment with CSNSW strategic objectives, RTO compliance standards and requirements.

• Delivered training in diverse learning environments including online platforms, classroom instruction, and workplace-based assessment, adapting facilitation methods to accommodate varying learning styles and operational contexts.

• Undertook a lead role in reviewing, redesigning and enhancing the Understand and Prevent Suicide (UPS) course, embedding evidence-based content and contemporary best practice to improve program relevance and effectiveness.

• Engaged with internal and external stakeholders, including Subject Matter Experts (SMEs), clinical professionals and operational leaders, to validate course content and ensure its consistency with policy, legislation and custodial practice.

• Provided leadership, mentorship, and performance guidance to training staff, fostering professional growth, quality delivery and alignment with the Academy’s values and governance framework.

ACHIEVEMENTS: • Successfully modernised and reintroduced the Understand and Prevent Suicide training program, significantly strengthening staff capability in managing at-risk inmates and promoting a proactive culture of awareness, early intervention, wellbeing, and psychological safety across all Corrective Services NSW facilities.

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Senior Correctional Officer Metropolitan Remand and Reception Centre (MRRC) RESPONSIBILITIES: • Supervised daily custodial operations within one of the state’s largest and most complex correctional environments, ensuring the safety, security, and humane management of inmates on remand and reception.

• Oversaw reception, induction, and classification processes for new admissions, verifying warrants and documentation, conducting searches, and ensuring compliance with COPP, operational procedures and legislative frameworks.

• Directed Correctional Officers in managing high-volume inmate movements, cell placements, and escorts, maintaining dynamic and static security measures to prevent breaches, ensure operational integrity, and uphold custodial discipline.

• Responded to critical incidents, behavioural escalations, and emergencies with calm authority, applying sound judgement, decisive leadership, and accurate reporting under established incident management protocols.

• Liaised with multidisciplinary teams including case management, security intelligence, and Justice Health staff to identify risks, address behavioural or welfare issues, and support rehabilitation pathways promoting positive inmate outcomes.

• Conducted inspections, audits, and routine security checks, identifying vulnerabilities and implementing effective corrective actions to maintain safe, compliant and efficient custodial environments across all designated areas.

• Maintained detailed operational records, logs, and incident reports to support transparency, accountability, and effective communication between shifts and management, ensuring informed decision-making and improvement.

ACHIEVEMENTS: • Contributed to the smooth and secure operation of the MRRC’s high-intensity reception environment by demonstrating decisive leadership, effective communication and unwavering commitment to safety and procedural compliance.

• Mentored and supported junior officers, modelling professionalism, ethical conduct, and adherence to CSNSW values to promote a cohesive and disciplined workplace culture.

Senior Correctional Officer Dillwynia Correctional Centre RESPONSIBILITIES: • Supervised daily custodial operations within a complex correctional environment, ensuring the safety, security and welfare of inmates, staff, and visitors in accordance with CSNSW legislation, policy, and operational directives.

• Directed and closely monitored Correctional Officers across accommodation units, maintaining discipline, accountability, procedural compliance, and strict adherence to dynamic and static security procedures at all times.

• Oversaw inmate movements, musters, searches, and escorts, maintaining full compliance with security classifications, operational directives and case management requirements for all female offenders under supervision.

• Responded to incidents, disturbances, and emergencies with composure and sound judgement, implementing effective control measures and reporting outcomes in line with incident management protocols.

• Collaborated with multidisciplinary teams including Justice Health, psychological services, and programs staff to support rehabilitation, wellbeing, reintegration outcomes, and the delivery of holistic offender management strategies.

• Prepared and meticulously reviewed reports, case notes, and daily operational records to ensure transparency, compliance, accountability, and accurate communication between shifts, management, and relevant stakeholders.

ACHIEVEMENTS: Contributed to the efficient and safe operation of a female correctional environment by upholding high standards of conduct, fostering staff cohesion, and ensuring strict compliance with CSNSW custodial and security procedures.

• Promoted a culture of integrity, teamwork, and professionalism by modelling departmental values, maintaining confidentiality and providing guidance and mentorship to junior officers.

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Assistant Superintendent Learning and Development Officer Corrective Services Academy NSW RESPONSIBILITIES: • Led the design, coordination, delivery, and evaluation of induction and professional development programs for new custodial recruits, ensuring full alignment with the Custodial Operations Policy and Procedures (COPP), legislative frameworks, and established CSNSW operational, compliance, and governance standards.

• Delivered structured, high-quality training and assessment across core custodial competencies, applying contemporary adult learning methodologies and ensuring that recruits attained the essential skills, knowledge, behavioural standards and professional readiness required for safe, effective, and compliant operational deployment.

• Drew on extensive frontline custodial experience and subject-matter expertise to translate complex procedures, security concepts, and policy frameworks into practical, relevant and engaging learning experiences for diverse trainee cohorts.

• Provided instruction and guidance to functional managers and senior staff through tailored leadership and compliance programs, supporting consistent interpretation and application of policy across custodial environments.

• Maintained compliance with Registered Training Organisation (RTO) governance and quality assurance requirements, ensuring accurate documentation, moderation, and recordkeeping in accordance with national standards.

REFEREES AVAILABLE ON REQUEST Page | 4

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CHARLIE STAMOS linkedin.com/in/charlie-stamos-17314413b/  0444 444 444

 charliestamos@gmail.com

 Melbourne, Victoria

Demonstrating exceptional results as an accomplished infrastructure and logistics investment professional, I am eager to leverage my extensive experience and make a valuable contribution as Strategic Procurement Manager - Real Estate and Warehousing at A.P. Moller - Maersk. With over three decades of executive leadership across infrastructure development, procurement strategy and real estate investment, I bring a proven record of delivering transformative logistics precincts, capital-intensive warehousing projects, and sophisticated land-use strategies aligned with corporate growth mandates.

I possess deep knowledge of Oceania’s industrial and logistics landscape, having spearheaded high-value rail-integrated terminals and multimodal hubs that drive supply chain efficiency and sustainable economic development. My career has been defined by excellence in contract negotiation, lifecycle asset optimisation, stakeholder diplomacy and ESG-aligned infrastructure innovation. I have successfully secured over $44 million in government funding through persuasive business case articulation and possess strong commercial acumen across land acquisition, JV structuring, and complex procurement governance. Recognised for my ability to forge strategic partnerships, influence policy, and lead multidisciplinary teams, I am passionate about enhancing operational outcomes through data-driven procurement frameworks and forward-thinking real estate solutions. I am confident in my capacity to steer regional procurement transformation, drive excellence in strategic warehousing engagements and foster a performance-driven culture within Maersk’s high-impact procurement division.

KEY SKILLS & COMPETENCIES  Strategic Procurement Leadership: Extensive experience in designing and executing procurement strategies that

deliver operational value, cost efficiency, supplier alignment, and sustained competitive advantage.

 Industrial Development Execution: Proven ability to lead complex real estate and logistics infrastructure developments

across jurisdictions with precision, foresight, stakeholder engagement, integrated risk control and program governance.  Capital Funding & Government Engagement: Secured over $44 million in infrastructure funding through persuasive advocacy,         

strategic alignment, political navigation, policy-based investment rationalisation, and bipartisan stakeholder support, Lifecycle Asset Management: Deep expertise in optimising real estate and warehousing assets through planning, reinvestment, regulatory compliance, long-range capital forecasting, performance benchmarking, and utilisation analysis.

High-Level Stakeholder Engagement: Exceptional capability in successfully engaging government, investors, clients and community representatives to achieve project alignment, consensus, traction and advocacy.

Contract Negotiation & Commercial Structuring: Skilled in managing contracts, head agreements, joint ventures, leasing frameworks, multiparty commercial governance arrangements, dispute resolution protocols and strategic partner alignment.

Governance, Risk & Compliance Oversight: Strong command of risk management, compliance planning, regulatory obligations, internal controls, corporate governance protocols, audit readiness, and enterprise accountability frameworks.

ESG Integration & Sustainability Focus: Committed to embedding ESG principles across procurement, construction, systems, reporting measures, cultural accountability, stakeholder expectations, and investment impact alignment.

Team Leadership & Organisational Culture: Empowering leader focused on capability development, cultural transformation, knowledge transfer, high-performance delivery standards, succession planning, and workforce engagement strategies.

Real Estate Strategy & Portfolio Planning: Skilled and experienced in land use, zoning policy, facility planning, asset deployment, logistics trends, regional growth analysis and investment alignment frameworks.

Operational Logistics Innovation: Experienced in warehousing optimisation via automation, layout design, digital tools, next-generation procurement technologies, integrated logistics systems, and workflow reengineering.

Financial Acumen & Data Analysis: Proficient in financial modelling, investment assessment, benchmarking analysis, data-led portfolio decision-making frameworks, scenario forecasting, and capital allocation strategy.

EDUCATION & QUALIFICATIONS 2024 - 2025

Executive Leadership Course

Lin Goodear

1986 - 1989

Associate Degree of Civil Engineering

Swinburne Institute of Technology

1980 - 1985

Higher School Certificate (HSC)

Salesian College, Chadstone Page | 1

EMPLOYMENT HISTORY May 2018 - Current Dec 2022 - Current Dec 2021 - Dec 2022 May 2020 - Dec 2021 May 2018 - May 2020

SALTA PROPERTIES | www.salta.com.au

Melbourne, Victoria

Director, Logistics & Strategic Projects Head of Logistics & Strategic Industrial Projects Development Executive, Logistics & Strategic Industrial Projects Development Manager - Industrial & Logistics

Salta Properties is a premier Australian property development and investment firm, renowned for delivering landmark industrial, commercial, residential, and retail projects. With a strong focus on innovation, sustainability and urban transformation, Salta has played a pivotal role in shaping Melbourne’s logistics and industrial landscape.

Director, Logistics & Strategic Projects OVERVIEW:  As Director of Logistics & Strategic Projects and member of the Salta Properties Senior and Operational Leadership Team, I wield full P&L accountability for the business unit and serve as a key strategic leader. I was the visionary architect and driving force behind the creation and operationalisation of this division, transforming Logistics & Strategic Projects into a high-impact, autonomous function within the organisation. I orchestrate a high-performing, multi-disciplinary project team, encompassing Development Managers, Project Managers, and Asset Managers, while spearheading the engagement, governance, and performance oversight of all external consultants and strategic stakeholders. My leadership ensures that mission-critical infrastructure projects, strategic investments, and large-scale developments are seamlessly executed, delivering maximum financial returns, regulatory compliance, and long-term business expansion.

RESPONSIBILITIES:  Accountable for board-level engagement, preparing and presenting detailed Board reports and strategic recommendations, ensuring alignment with corporate objectives, governance frameworks, and investment strategies.  Play a key role in strategic planning and execution, developing and executing property acquisition, development, and sales strategies to maximise return on investment (ROI), optimise asset utilisation, and drive business expansion.  Oversee project lifecycle, leading all phases of industrial and logistics development projects, from site feasibility assessments and planning through to construction completion, commissioning, and asset activation.  Ensure regulatory and compliance governance, managing zoning approvals, permit applications, and compliance obligations in collaboration with legal counsel and government authorities.  Streamline construction logistics, overseeing material sourcing, procurement, and delivery processes, minimising costs, mitigating delays, and ensuring operational efficiency.  Oversee financial and risk management, developing and managing multi-million-dollar budgets, monitoring financial performance, analysing cost reports, and implementing risk mitigation strategies.  Establish and foster strategic partnerships with investors, corporate clients, government entities and community stakeholders, ensuring communication and alignment with project objectives.  Drive innovation and continuous improvement, integrating emerging technologies and best practices to enhance project execution, cost efficiency and long-term asset value.  Provide leadership and organisational development, mentoring high-performing teams, fostering a results-driven culture, and supporting professional growth and operational excellence.

HIGHLIGHTS:  Port Rail Shuttle Network (PRSN) - $28M Government Funding Secured: Successfully developed and presented a compelling business case to Government advocating for the integration of Salta’s Dandenong South freight terminal with the Metropolitan rail network. Led the business case, strategic plan and negotiations that resulted in $28 million of State and Federal Government funding, for the construction of a dedicated rail spur of 862 meters (now complete) connecting the 200-hectare Dandenong South Industrial estate with the Port of Melbourne. The freight terminal will significantly enhance transport efficiency throughout the Metropolitan Melbourne area and provide several social benefits, which included:  Reduced Traffic Congestion: By shifting freight from road to rail, these terminals help reduce the number of trucks on the road, leading to less traffic congestion and smoother commutes for everyone.  Lower Emissions: Rail transport is generally more fuel-efficient and produces fewer greenhouse gas emissions compared to road transport, contributing to improved air quality and supporting environmental sustainability goals.  Enhanced Safety: Fewer trucks on the road means less road accidents and improved safety for all road users.  Economic Growth: The development of intermodal terminals can stimulate local economies by creating jobs and attracting businesses to the area.  Improved Efficiency: Intermodal terminals streamline the transfer of goods between different modes of transport, leading to more efficient supply chains and potentially lower costs for consumers.  Community Development: The presence of a freight terminal can lead to infrastructure improvements, such as better roads and public services, benefiting the surrounding communities.  Dandenong South Intermodal Terminal - $380M Development: Led the internal project team and external consultants in the design and (future) development of the Dandenong South Intermodal Terminal, a $380 million investment in Australia’s logistics infrastructure. Negotiated and executed a commercially sensitive Head of Agreement with a capital partner for the construction and operation of the terminal in December 2024.

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ANNE RUSHTON

BA English (Comm)

linkedin.com/in/anne-rushton-a0b98591/

 0466 555 444

 anne-r98@live.com.au

 Perth, Western Australia

Demonstrating an exceptional record as a distinguished senior executive within the arts, cultural and community spheres, I am eager to harness my multidisciplinary expertise, strategic vision and transformative leadership as Chief Executive Officer at Perth Festival. With over three decades of experience orchestrating large-scale organisational advancement, artistic innovation and measurable social impact, I possess the proven capability to galvanise diverse stakeholders towards a shared, ambitious vision. My executive stewardship at the Art Gallery of Western Australia has encompassed the conception and realisation of landmark redevelopment strategies, audience expansion and exponential commercial revenue growth, underpinned by an unwavering commitment to artistic distinction and inclusive engagement. I offer formidable strategic and financial acumen, with a track record in exemplary governance, high-value philanthropic cultivation and enduring partnership development across government, corporate and creative domains. My leadership ethos is characterised by the cultivation of high-performance, values-led teams, the advancement of First Nations and culturally diverse representation, and the championing of pioneering approaches to programming. With refined expertise in brand repositioning, international market penetration and elevated media engagement, I excel in translating creative aspiration into operational reality, harmonising bold artistic ambition with institutional resilience. I am committed to stewarding Perth Festival’s legacy while architecting its next era of cultural resonance, global relevance and sustained excellence.

EXECUTIVE ACCOMPLISHMENTS  Executive and Cultural Leadership: Over three decades directing high-profile arts, cultural and events organisations,

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including leadership of multi-disciplinary teams at AGWA, Ramsay Health Care and her own strategic agency. Extensive experience acting as CEO, providing governance oversight, strategic direction and operational leadership.

Strategic and Financial Mastery: Expert in managing multimillion-dollar budgets, securing funding and driving commercial growth. Achievements include growing the AGWA Foundation from $34 million to $44 million in three years and negotiating multi-year sponsorships worth $6+ million across philanthropic, corporate and government sectors.

Landmark Festival and Program Conception: Conceived and authored the Western Australian Government’s +8 Festival, an internationally focused arts, culture, innovation and education initiative engaging Asia and the Indian Ocean Rim. Endorsed by Cabinet and now under renewed consideration for delivery as a strategic cultural diplomacy platform.

Audience Expansion and Market Growth: Delivered record-breaking visitation at AGWA, including an all-time high of 465,000 visitors in 2024–25 and significant growth in the 16–35 demographic. Developed targeted initiatives such as The West Australian Pulse and the G9 Kids Engagement Space, expanding G9 visitation from 45,000 to 120,000 annually.

Philanthropy, Sponsorship and Revenue Diversification: Secured landmark partnerships with Healthway, Simon Lee Foundation, Tourism WA, 7West Media, JCDecaux and NOVA Radio, delivering multi-million dollar value and diversifying revenue streams to ensure organisational sustainability, long-term growth and cultural programming opportunities.

Major Event and Exhibition Production: Produced large-scale, high-profile cultural events, including TIME RONE, AGWA’s most commercially and critically successful exhibition, generating $3.5 million in ticket revenue, $1.2 million in commercial sales, and attracting over 90,000 visitors from diverse local, interstate and international audiences.

Stakeholder Engagement and Advocacy: Maintains trusted relationships with ministers, government agencies, boards, philanthropic leaders, corporate sponsors, artists and community stakeholders, ensuring strong institutional support, alignment with strategic objectives, and ongoing engagement that fosters mutual benefit and sustained growth.

People and Culture Leadership: Built and led high-performing, inclusive teams, expanding AGWA’s staff from 2.5 FTE to 60 FTE in four years, and fostering a collaborative, values-driven culture that delivers operational excellence.

Artistic Alignment and Program Delivery: Experienced in collaborating with creative leaders to translate artistic vision into operational reality, delivering acclaimed programs that meet artistic, audience and financial KPIs. Brand Transformation and Media Elevation: Directed institutional rebranding and integrated media strategies that increased public profile, enhanced cultural relevance and achieved national and international visibility.

International and Cross-Cultural Collaboration: Forged and sustained cultural exchange partnerships across Asia, the Indian Ocean Rim and global arts sectors, expanding WA’s international cultural presence and influence.

Innovation and Organisational Resilience: Introduced capacity-building strategies, revenue-generating initiatives and adaptive programming that strengthened organisational sustainability and positioned institutions for long-term success.

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EMPLOYMENT HISTORY Apr 2020 - Current

ART GALLERY OF WA (AGWA)

Perth, Western Australia

Deputy Director Marketing, Communication & Commercial Director RESPONSIBILITIES: • Appointed to architect AGWA’s strategic repositioning as a globally eminent, multi-sensory cultural institution, with executive oversight of Communications, Commercial Operations, Education, People & Culture and delegated authority as Deputy Director across 56 FTE, ensuring cohesive leadership across all core organisational functions.

• Entrusted with delivering two transformative objectives: (i) repositioning AGWA’s brand through a comprehensive rebrand and integrated campaign and (ii) co-leading the strategic planning of a proposed $650 million gallery redevelopment, supported by a $10 million state commitment, engaging stakeholders across government, corporate, philanthropic and creative sectors to secure alignment, investment and long-term strategic outcomes.

• Serve as the central nexus connecting all stakeholder groups to AGWA, encompassing government representatives, ministers, agencies and Directors General, industry bodies, philanthropic leaders, corporate sponsors, suppliers, creative collaborators and artists at local, national and international levels. Equally prioritise the cultivation of major audience channels, including children and families, youth as the next generation of patrons, and existing core audiences.

• Recognise staff as a pivotal partner group, fostering their role as collaborative contributors in the execution of organisational strategy and artistic vision, while cultivating a culture of excellence and innovation.

• Lead commercial operations spanning the AGWA Design Store, Rooftop, Café, venue hire and ticketed events, with a firm focus on profitability, experiential curation, and enterprise growth. Strategic responsibilities include market expansion, stakeholder engagement, and fiscal governance.

• Currently co-leading AGWA’s strategic transformation into its next chapter, delivering against a five-year vision to redefine its global standing and cultural influence, while fostering innovation, inclusivity and long-term organisational sustainability.

• Spearhead dynamic, data-informed marketing strategies to drive visitation, elevate brand equity, and penetrate new demographics, particularly youth (16–35), First Nations communities, tourists, and Asia-Pacific audiences, while advancing AGWA’s national and international digital presence.

• Oversee media, public relations and partnership strategy, securing major sponsorships and cultivating philanthropic alliances across government, education, corporate and creative sectors, ensuring alignment with organisational objectives and brand positioning. Guide the AGWA Digital Hub as a national exemplar in cultural content delivery, innovation and audience engagement.

• Direct institutional planning through market intelligence, trend forecasting, and audience analytics. Steward education and engagement initiatives fostering inclusive, multi-generational arts access, including flagship youth programs such as Pulse Perspectives and high-impact artist collaborations.

ACHIEVEMENTS: AGWA Redevelopment - ‘The New AGWA’ (Announced Jan 2025): • Successfully realised the Gallery’s five-year transformation strategy with the WA Government’s formal commitment of $10 million toward a $650 million redevelopment plan. This milestone followed years of sustained advocacy, stakeholder engagement, and strategic planning designed to reposition AGWA as a contemporary, internationally recognised cultural institution. Co-led cross-government and sector-wide collaboration with the CEO to secure support, drive public discourse, and elevate AGWA’s standing within state cultural infrastructure priorities.

TIME RONE Exhibition (Jun 2024 - Feb 2025): • Produced and delivered AGWA’s most commercially and critically successful exhibition in its history. TIME RONE attracted over 90,000 exhibition visitors and a further 50,000 through related commercial offerings, including rooftop and retail spaces. Generated over $4 million in ticket revenue and $1.5 million in merchandise sales, exceeding all commercial and audience benchmarks. Achieved unprecedented media coverage locally, nationally, and internationally, solidifying AGWA’s reputation as a producer of globally relevant cultural programming and drawing significant youth and first-time visitor attendance.

Pulse: Australia’s Largest Youth Arts Festival (2021 - 2024): • Spearheaded the transformation of the Gallery’s longstanding Pulse Perspectives program into Pulse, Australia’s largest and most diverse youth arts festival. Expanded the format to showcase not only Year 12 visual art but also design, fashion, music, literature, and creative innovation. Drove exponential growth in annual visitation to 226,000 by 2024, repositioning AGWA as a national leader in youth cultural engagement. Attracted landmark sponsorships from The West Australian, JCDecaux, and NOVA Radio, significantly boosting media visibility and public participation. The initiative played a pivotal role in AGWA’s demographic shift towards younger, more diverse audiences.

FY23/24 Milestones: • Reached record visitation of 590,000, an 80% increase on pre-COVID figures • Achieved end-of-year profit of $750,000 (22/23) and hosted 8,500+ event attendees • Attracted 318,993 first-time visitors; rooftop visitation exceeded 34,000 • Boosted interstate and international visitors by 83%, totalling 214,612 • Attained an emotional brand equity score of 60 (Morris Hargreaves McIntyre) • One in four visitors were aged 16–25, confirming effective youth engagement strategy Design Store Success (Launched 2022): • Generated $650,000 in first-year profit, more than double the initial $300,000 target • Showcased 85 Australian and international design brands, including 42 WA-based artists • Delivered youth mentorship programs and recruited 3,500 members within six months • Reached $1.2 million in revenue during FY23/24 Page | 2

EMPLOYMENT HISTORY ACHIEVEMENTS: Commercial Growth and Financial Sustainability: • Delivered $6.43 million in non-government revenue in FY23/24 • Increased sponsorship revenue by $2.5 million through targeted partnership strategy Media Partnerships and Sponsorships: • Secured $2 million in annual media sponsorships from 7West Media, JCDecaux and NOVA Radio • Amplified AGWA’s visibility through integrated brand partnerships • Engaged younger and previously untapped demographics through Pulse, rooftop events, and design-led retail • Drove a 34,000 increase in international visitors and 25,000 rise in interstate tourism, supported by major global exhibitions such as Yoshitomo Nara Education and Multigenerational Engagement: • Drew 120,000+ attendees to Exquisite Bodies in its first six months • Attracted over 80,000 visitors to Boorongur during peak school holidays • Engaged more than 200,000 new visitors through original educational and community initiatives

2018 - 2020

ROBYN KERSHAW PRODUCTIONS (RKP)

Perth, Western Australia

Business Development, Marketing Communications, Senior Consultant RESPONSIBILITIES: • Provided strategic consultancy to Robyn Kershaw Productions, a globally recognised Australian content production company, with a focus on long-term business growth, global market penetration, and competitive brand positioning.

• Worked in direct collaboration with Executive Producer Robyn Kershaw to develop, finance and strategically promote a diverse portfolio of ten internationally produced feature films across multiple global territories.

• Designed and executed integrated, forward-looking business development strategies aligned with defined commercial objectives, investor expectations, and emerging international screen industry trends and market shifts.

• Led the creation and seamless implementation of multifaceted marketing and communications plans across all stages of production, including development, pre-sales, global distribution, and international festival promotion campaigns.

• Managed stakeholder communications, media liaison, and narrative-driven promotional strategies to ensure consistent brand alignment, enhanced public visibility, and positive global positioning for all RKP projects.

• Developed high-impact investor and project funding presentations, directly contributing to successful co-financing agreements and international co-production partnerships with national agencies and global stakeholders.

• Liaised with screen agencies, distribution partners, and creative collaborators to align artistic direction with broader business strategy, target audience engagement, and long-term cross-market viability goals.

2012 - 2018

DIGITAL MADNESS

Perth, Western Australia

Director/Owner RESPONSIBILITIES: • Established and led a boutique creative agency delivering high-level strategic advisory across brand development, marketing, stakeholder engagement and digital communications for government, health, arts, and education sectors.

• Directed all facets of business operations, including strategy, creative direction, business development, financial oversight, and high-level client engagement at C-suite and ministerial levels across diverse industry sectors.

• Spearheaded integrated campaigns involving brand repositioning, crisis management, sponsorship, events, lobbying, and change communications, tailored to complex, multi-stakeholder, and high-sensitivity operating environments.

• Managed multidisciplinary teams, contractors, and consultants, ensuring strategic alignment, operational efficiency, cultural cohesion, quality control, and timely project delivery across all concurrent work streams.

• Served as brand custodian for key clients, leading brand audits, development, and strategic execution of comprehensive brand, media and content strategies across digital and traditional communication channels.

• Delivered issue-sensitive communications and advocacy strategies, including government lobbying, targeted public affairs, and implementation of high-impact, industry-specific reputation management and recovery initiatives.

• Designed and implemented high-impact marketing and digital engagement strategies, ensuring alignment with business objectives, audience insights, emerging market trends, and clearly measurable ROI outcomes.

• Managed key clients including WA Ballet, WA Opera, Department of Local Government, Sport & Cultural Industries (+8 Festivals), Ramsay Health Care, McCusker Foundation, AMP Shopping Centres, Macquarie University Hospital, WA Health, Wesley College, ECU and the New Zealand Government.

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EMPLOYMENT HISTORY 2005 - 2012

RAMSAY HEALTH CARE GROUP

Perth, Western Australia

Innovation, Communications & Marketing Director RESPONSIBILITIES: • Appointed to lead Innovation, Communications and Marketing across five major hospitals i.e. Hollywood, Joondalup, Glengarry, Attadale, and Peel Health Campus, during a period of transformational growth. Recognised as a senior industry authority in health advocacy and strategic communications, I oversaw end-to-end marketing functions, including public relations, stakeholder engagement, market research, and business innovation across the WA portfolio.

• Collaborated closely with the WA Managing Director and Executive Leadership Team to develop and implement new business strategies, drive hospital expansion programs, and identify emerging market opportunities. Spearheaded the strategic repositioning and rebranding of the Hollywood and Joondalup hospitals, ensuring they emerged as national exemplars within Ramsay’s 76-hospital Australian network.

• Provided strategic counsel on high-profile and sensitive corporate matters and was instrumental in developing and executing major consumer and B2B campaigns in partnership with national advertising agencies. Led stakeholder engagement strategies across the medical and public sectors, building trusted relationships with GPs, specialists, veteran associations, government departments, the media, and corporate sponsors.

• Managed multimillion-dollar marketing budgets, performed financial modelling to ensure sustainable revenue growth, and successfully delivered annual financial performance targets. My leadership extended across innovation, communications, and reputation management at both the operational and executive levels.

ACHIEVEMENTS: Served as one of six senior executives overseeing approximately 4,000 Ramsay staff across WA, regularly deputising for the CEO during critical decision-making periods and representing executive interests at strategic forums.

• Successfully fulfilled the five-year strategic goal of elevating Hollywood and Joondalup Hospitals to the top two positions nationally within the Ramsay Australia network, setting new benchmarks in clinical excellence and innovation.

• Played a key leadership role in delivering a six-year, $1 billion greenfield and brownfield expansion strategy across five major hospital sites in WA, shaping the organisation’s long-term market dominance.

• Worked closely with Ramsay’s global expansion team to facilitate international growth across Asia, the UK and France, contributing to Ramsay’s transformation into the largest private hospital group globally.

• Drove one of the most successful regional transformation strategies in Ramsay WA’s history, continuing as a retained senior consultant with the Group for four additional years through my agency, The Mad Empire.

• Led specialist communication campaigns at Macquarie University Hospital (NSW), including the public introduction and awareness of advanced robotic surgery programs such as the Da Vinci Robot and Gamma Knife.

• Conceptualised and launched high-impact public health awareness campaigns focused on preventative care, mental health, and behavioural change, achieving widespread engagement and recognition.

• Became a leading advocate in men’s health communications, developing tailored engagement strategies for predominantly male patient populations, many of whom were veterans through language and framing that encouraged constructive behavioural reform and improved health outcomes.

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PREVIOUS WORK HISTORY 2004 - 2005 1998 - 2005 1996 - 1998 1995 - 1996 1993 - 1995 1992 - 1993 1990 - 1992

The British Broadcasting Corporation (BBC), London Australian Broadcasting Corporation (ABC), Perth Freelance Work, London Lynne Franks PR, London Professional Public Relations, (PPR) Perth CB Richard Ellis (Corporate Real Estate Group), Perth Hooker Corporate (Corporate Real Estate Group), Perth

Senior Marketing & PR Consultant (Secondment) Marketing & Publicity Manager Marketing & Public Relations Consultant Senior Account Director (London Fashion Week) Senior Account Manager Marketing & Public Relations Manager Marketing & Public Relations Manager

QUALIFICATIONS 1990

BACHELOR OF ARTS ENGLISH (COMMUNICATIONS)

Curtin University | Perth, Western Australia HIGHLIGHTS:  Graduated Double Major in Film & Television/Marketing and PR  Graduated Top Honours in Film & Television (Magna Cum Laude)

REFEREES AVAILABLE ON REQUEST

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MARY WALLIS \linkedin.com/in/mary-willis978d43/  0400 934 504

 cmlpfw@gmail.com

 Albury, New South Wales

Demonstrating exceptional results as an accomplished ICT leader with deep expertise in identity, credential and access management, I am eager to leverage my extensive experience and make a valuable contribution as an EL2 ICAM Engineer at the Department of Defence. With over two decades of experience across government, higher education and international finance, I bring advanced capabilities in Entra ID, Active Directory, PKI and enterprise identity lifecycle management. I have successfully led the design and deployment of scalable ICAM platforms, including Quest One Identity integrations with SAP HR, ServiceNow HRSD and multiple SaaS applications, delivering secure automation and seamless user access outcomes. My Defence experience as Solutions Architect and Governance Lead equips me to embed governance, risk and compliance frameworks aligned to Defence ICT standards, cyber security requirements and national security priorities. I excel at engaging senior stakeholders, securing executive endorsement and building broad consensus on complex architectural roadmaps to support resilience and capability uplift. Proficient in producing detailed solution artefacts, governance documentation and SOPs, I ensure clarity, alignment and sustainability in technical design processes. A proven mentor and inspirational leader, I foster collaboration, innovation and professional growth to strengthen organisational capability and resilience. I remain deeply committed to delivering resilient, future-ready ICAM solutions that safeguard national security interests, uphold compliance obligations and advance Defence’s mission-critical operational effectiveness.

KEY SKILLS & COMPETENCIES • • • • • • • • • • • •

Strategic ICAM Architecture and Design: Expert in conceptualising and implementing enterprise-level ICAM frameworks, ensuring scalability, resilience, adaptability, and seamless integration with complex ICT environments.

Enterprise Identity Lifecycle Management: Skilled in designing automated provisioning, deprovisioning and access governance solutions that streamline operations, reduce administrative burden, and strengthen compliance.

Cyber Security and Risk Mitigation: Adept at embedding robust risk controls into ICAM platforms, proactively addressing vulnerabilities and safeguarding critical systems against evolving cyber security threats and risks.

Stakeholder Engagement and Collaboration: Proven ability to foster executive alignment, negotiate consensus and build trusted relationships across government, higher education, vendor landscapes, and technical delivery teams.

Technical Solution Delivery Leadership: Experienced in directing diverse architecture teams, mentoring staff and guiding cross-functional groups to achieve cohesive, timely, successful delivery of complex enterprise projects.

Governance and Compliance Assurance: Proficient in developing standards, policies, and procedures that reinforce organisational accountability, auditability, transparency, and regulatory alignment with mandated frameworks.

Integration and Interoperability Expertise: Advanced knowledge in integrating SAP HR, ServiceNow HRSD and multiple SaaS applications with ICAM systems to optimise performance, security, scalability, and operational efficiency.

Entra ID and Active Directory Mastery: Specialist in directory services administration, federation, PKI, and credential management, ensuring secure, reliable, seamless authentication and authorisation processes organisation-wide.

Strategic Communication and Influence: Skilled at translating complex technical concepts into accessible language, enabling informed decision-making, broad organisational understanding, and enterprise-wide adoption of initiatives.

Continuous Improvement and Innovation: Committed to enhancing processes through automation, reusable artefacts, and forward-looking strategies that deliver sustainable, measurable, consistent capability uplift across organisations.

Security Standards and Regulatory Awareness: Experienced in applying security requirements, audit protocols, and ICT governance frameworks to ensure compliance, organisational resilience, and consistent regulatory alignment.

Mentorship and Team Development: Dedicated to coaching, knowledge-sharing, and building high-performance teams that contribute to organisational growth, capability, culture, and long-term workforce development.

PROFESSIONAL MEMBERSHIPS 2023 - Current 2023 - Current 2018 - Current 2013 - Current

The Open Group Data Management Association Scrum Alliance International Institute of Business Analysis (IIBA)

EMPLOYMENT HISTORY Jul 2025 - Current

DEPARTMENT OF DEFENCE

DDG Group, Military Systems Division, Engineering Branch, New South Wales

EL1 Solutions Architect/Governance Lead RESPONSIBILITIES: • Contribute as a key member of the executive leadership team as a Governance Lead in the DDG group Military Systems Division, Engineering Branch, driving strategic alignment and organisational decision-making effectiveness.

• Provide strategic governance and technical leadership across highly complex solution architecture initiatives, ensuring alignment with Defence enterprise principles, ICT strategy, and mandated compliance frameworks.

• Lead the design and assurance of highly secure, scalable ICT solutions, including seamless integration with cloud environments and emerging technologies, to meet evolving Defence strategic objectives and operational priorities.

• Oversee governance processes for major ICT projects, ensuring architectural integrity, quality assurance, and full adherence to Defence policies, standards, and established risk controls across all project phases.

• Partner with senior stakeholders across Defence Digital Group, Cyber Security, Service Management and external service providers to build consensus, inform decisions, and drive sustainable delivery outcomes.

• Manage and mentor multidisciplinary teams of architects and solution designers, fostering capability uplift, collaboration, innovation, and continuous professional development across critical technical domains.

• Promote effective knowledge management by maintaining accessible repositories, enabling knowledge transfer, collaboration, and embedding lessons learned into continuous future design improvements.

• Represent the Engineering Branch in high-level technical and governance forums, advocating for best practice architecture, influencing enterprise-wide ICT strategy, and strengthening cross-agency stakeholder alignment.

ACHIEVEMENTS: • Enhanced Risk Governance: Identified, assessed, and mitigated risks across complex solution deliveries, embedding robust enterprise risk management practices that strengthened capability readiness, operational resilience, compliance adherence, organisational effectiveness, and a culture of continuous improvement.

• Strengthened Architectural Integrity: Developed, reviewed, and maintained comprehensive enterprise-level architecture artefacts, policies, standards, and procedures, reinforcing organisational consistency, governance accountability, operational integrity, and alignment with Defence’s strategic ICT and compliance frameworks.

Jun 2021 - Jul 2025

AUSTRALIAN TAXATION OFFICE

Albury, New South Wales

Acting EL2 Strategic Platform Lead & Acting Director (Technology Assurance & Governance) EL2 Strategic Platform Lead RESPONSIBILITIES: • Directed the strategic architecture and design of both the Corporate Administration and Corporate Workspace platforms, leading enterprise-wide workforce identity and access management initiatives covering credentialing, authorisation, authentication, integration, governance, and compliance frameworks.

• Collaborated extensively with senior business stakeholders, cyber security experts, managed service providers, and service owners to articulate strategic direction, define end-state designs, establish practical interim states, ensure optimal return on investment outcomes, and strengthen long-term organisational capability.

• Established the Identity, Credential and Access Management (ICAM) source of truth by implementing Quest One Identity (OneID), embedding auditability of role and permission allocation, automated decommissioning, and periodic access reviews to strengthen governance, compliance, operational efficiency, and overall enterprise security posture.

• Championed the creation and reuse of architecture artefacts, securing executive endorsement for ICAM roadmaps, and socialising the design vision across delivery teams to achieve alignment, adoption, sustainable progress toward the future state, and strengthened organisational strategic capability.

ACHIEVEMENTS: • Automated Identity Governance: Designed and led the integration of OneID with SAP HR, enabling automated provisioning, deprovisioning, approval workflows, and access reviews, significantly reducing administrative overheads, strengthening compliance, improving audit readiness, and enhancing overall workforce access governance efficiency.

• Enterprise SaaS Integrations: Directed the automation of credentialing workflows between OneID and key enterprise SaaS platforms, including eRecruitment, upgraded PeopleConnect (ServiceNow HRSD), and multiple ancillary applications, enhancing security and efficiency across the workforce.

• Unified Authentication Frameworks: Extended OneID’s capability to manage Active Directory and Entra ID groups, establishing controlled authorisation with single sign-on authentication across both cloud and on-premise environments.

• Strategic ICAM Roadmap Delivery: Applied advanced ICAM expertise to design and deliver a clear, progressive roadmap for workforce identity management, balancing interim solutions with long-term enterprise objectives, ERP modernisation requirements, regulatory compliance, and evolving organisational security priorities.

• Executive Endorsement & Stakeholder Alignment: Achieved buy-in for enterprise ICAM direction by creating reusable artefacts, presenting complex solutions in accessible terms, and fostering strong collaboration between executives, delivery teams, technical SMEs, governance stakeholders, and cross-functional program leaders.

EMPLOYMENT HISTORY Acting Director (Technology Assurance and Governance) RESPONSIBILITIES: Led the Corporate Administration Strategic Platform, fulfilling critical functions across Business, Solution, and Technology Architecture by leveraging technical expertise and cross-domain knowledge. Oversaw architectural assets, influenced roadmap planning and ensured alignment with enterprise principles, notably shaping ERP modernisation initiatives.

• Advised and guided senior executives on capacity planning, technology governance, and strategic architecture reforms, cultivating productive partnerships that advanced organisational priorities. Collaborated consistently with Cyber Security to strengthen identity and access management frameworks across workforce administration and governance domains.

• Directed the design and deployment of enterprise architectural solutions, ensuring alignment with strategic objectives, best practices and stringent compliance requirements. Established and enforced architecture standards and guidelines, driving continuous improvement across the platform.

• Provided financial foresight by supporting cost estimation processes, evaluating delivery impacts, optimising resource allocation, and assessing solution complexity to enable informed, cost-effective decision-making.

• Mentored and developed team members through specialised training in architectural design and solution delivery.

Promoted a culture of collaboration, innovation, and knowledge sharing that enhanced individual capabilities and improved overall team productivity.

• Prioritised and coordinated work allocation across the Corporate Administration Strategic Platform, balancing urgent delivery requirements with the creation of foundational artefacts to optimise resources and maintain delivery efficiency.

• Facilitated effective collaboration with business partners and executive leadership, leading strategic negotiations and shaping decision-making through architectural visualisations that clarified the enterprise technology landscape.

•

ACHIEVEMENTS: • Strategic Leadership: Acted as Director of Technology and Governance during critical periods, effectively steering strategic initiatives and contributing to the EL2 Strategic Platforms leadership group to drive cohesive planning and execution across high-priority projects.

• Mentorship & Leadership Development: Actively engaged in the EST Women’s Mentoring Program as a mentor in 2022 and mentee in 2023, and served as a mentor in the Albury Mentoring Program in 2023 and 2024. Committed to fostering professional growth, I guided multiple mentees through targeted development pathways, strengthening future leadership within the organisation.

• Branch Management & Operational Support: Volunteered as a key contributor to Branch Management Support, where I provided essential oversight for EPM schedule management and reporting, ensuring operational integrity and continuity across branch functions.

• Trusted Advisor & Cross-Functional Liaison: Highly regarded by Project Managers for an exceptional grasp of ATO IT architecture and a rare ability to bridge technical and business domains seamlessly. Known for advanced problemsolving capabilities and incisive questioning, I consistently guide discussions towards actionable outcomes, adding significant value to cross-functional programs.

• Consistent Delivery & Knowledge Sharing: With an in-depth knowledge of ATO systems and organisational goals, I reliably deliver tailored, timely solutions while promoting collaboration and team-based knowledge-sharing. Known for professionalism and approachability, I expertly balance priorities and provide comprehensive support to colleagues, ensuring the smooth and efficient progression of projects.

2011 - 2021

CHARLES STURT UNIVERSITY

Albury, New South Wales

Senior Business Analyst RESPONSIBILITIES: • Spearheaded the development of initiative proposals and comprehensive business cases to enhance organisational capabilities, thoroughly evaluating solution feasibility, financial impacts, and potential for operational improvements.

• Directed analysis, solution design, and implementation of large-scale, high-complexity projects using both waterfall and agile methodologies to ensure timely delivery, measurable outcomes, and seamless stakeholder engagement.

• Designed and implemented scalable, secure IT solutions that aligned with organisational objectives and adhered to stringent regulatory standards, achieving resilience, business continuity and enduring stakeholder confidence.

• Specialised in articulating, advocating for and securing executive buy-in on sophisticated technical solutions, particularly those driving data integration and process automation. Led cross-functional teams to execute transformative change initiatives, ensuring benefits realisation and alignment with strategic objectives.

KEY ACHIEVEMENTS: • Advanced ICAM Solution Delivery: Designed and implemented an in-house Identity, Credential and Access Management (ICAM) system that exceeded the capabilities of available market solutions at the time. The system addressed the complexity of 20 campuses with staggered sessions and multiple subject offerings, enabling precise, automated allocation of access control groups to ensure students and staff had the right access at the right time.

• Automation and Personalisation at Scale: Leveraged dynamic rule-based group management to automate the allocation of over 40,000 students, subject coordinators, and course leaders across campuses and sessions. This eliminated manual provisioning, reduced administrative overheads, and enhanced user experience by enabling the creation of a student portal that delivered tailored content.

EMPLOYMENT HISTORY KEY ACHIEVEMENTS: • Joint Contract Leadership for Credit Management System: Conducted market research to identify optimal solutions for a new Credit Management System, forming a strategic partnership with Adelaide University to secure a joint contract with an American vendor. Played a pivotal role in negotiation and contract finalisation, ensuring smooth project delivery and continuity over two years, despite several project manager transitions, due to my expertise and sustained involvement.

• Change Management Strategy & ADKAR Implementation: Developed comprehensive strategies for testing, training, and implementation, applying the ADKAR model to support seamless change management across the organisation.

• Enterprise Process Modelling Tool Selection & Mentorship: Led the selection and implementation of a new enterprise process modelling tool, increasing team efficiency and capacity. Mentored colleagues in best design practices and agile methodologies, promoting a culture of continuous professional development and industry-leading standards.

• Innovation through Standardised Collaboration Technologies: Championed the integration and standardisation of emerging collaboration technologies, fostering innovation and significantly enhancing team efficiency and interdepartmental communication.

2009 - 2011

SELF EMPLOYED

Wodonga, New South Wales

Sole Trader RESPONSIBILITIES: • Conducted comprehensive strategic management analysis and delivered expert recommendations on product implementation for the Border Medical Oncology Research Centre, providing tailored insights that optimised operational efficiency, enhanced organisational capability, and supported sustainable long-term strategic growth.

• Partnered directly with clinical and administrative leadership to translate complex operational needs into practical solutions, enabling informed decision-making, improved service delivery, and measurable advancements in the centre’s research and patient care outcomes.

1999 - 2008

INFOVET CC

South Africa

Business Owner/ICT Director RESPONSIBILITIES: • Identified and filled a market gap by delivering specialised Project Management, Business Analysis, and Software Design and Development services tailored to the unique needs of small businesses. Provided end-to-end solutions encompassing full project lifecycles, from design and development to implementation and ongoing support.

ACHIEVEMENTS: • Enterprise Systems Development: Successfully led the end-to-end design and implementation of multiple high-value projects, including a comprehensive suite of systems for a medical oncology and research practice, advanced productivity measurement and reporting systems for manufacturing, and an intricate distribution bonus system tailored to complex commercial requirements.

• Distinguished Client Portfolio: Partnered with an extensive and respected client base, including Consiliarii (Pty) Ltd, Mary Potter Oncology Centre, Pretoria Academic Hospital, Aventis Pharma (Pty) Ltd, Medscheme Medical Aid, Berseba Butchery, Wooltextile Manufacturers Ltd, Dr. Gouws and Partners, Liverpool Cancer Therapy Centre (Sydney, Australia), Cosmos Private Academy, miniChess South Africa, SPAR (chain grocery store), and Bredasdorp Primary School, delivering tailored ICT solutions that strengthened operational efficiency and long-term capability.

PROFESSIONAL DEVELOPMENT EL2 Leadership Program Graduate Certificate in Leadership and Management Bachelor of Informatica TOGAF 10 Foundation and Practitioner Certification Applied Business Architecture Business Process Modelling (BPMN 2.0) and BPM with Business Designer Certified Scrum Product Owner (CSPO) AgileBA Foundation Certificate ITIL 3 and 4 Foundation Certificate in IT Service Management Certified Trainer Applied Scrum Teams Project Management, Planning and Scheduling Implementing Business Solutions

REFEREES AVAILABLE ON REQUEST

AGSM Business School, UNSW Charles Sturt University, Australia University of Pretoria, South Africa The Open Group (via EA Learning) Enterprise Architects, AUS Software AG, AUS AxisAgile APMG International PeopleCert, via Kinect IT ITMasters AxisAgile Mosaic Project, AUS Veldthoven, Netherlands

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JACK JONES  0433 333 333

 jack-jones@gmail.com

 Sydney, New South Wales

Demonstrating exceptional results as a public sector data executive, I am eager to harness my strategic acumen and leadership credentials to contribute meaningfully as Data Management Director at the Australian Taxation Office. With an extensive record of shaping enterprise-wide data governance, regulatory compliance and analytics transformation, I have delivered outcomes aligned with Commonwealth performance mandates, legislative obligations and audit scrutiny. I offer authoritative oversight across the full data continuum, spanning acquisition, transformation, custodianship and dissemination, supported by risk management, information security and policy alignment. My leadership has encompassed the orchestration of enterprise data frameworks, uplift of analytical maturity across high-performing multidisciplinary teams and the execution of mission-critical reporting portfolios to ANAO and ministerial standards. As a senior executive, I have directed Assistant Directors, policy advisors and analytics specialists to embed a culture of operational excellence, ethical stewardship and strategic foresight. At the Department of Veterans’ Affairs, I led a systemic overhaul of visualisation and reporting capability, including the delivery of a national data literacy program and internalisation of audit-facing outputs.

CAREER HIGHLIGHTS Expertise in Data Management and Governance 

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At the Department of Veterans’ Affairs, I led the end-to-end implementation of a new Data Visualisation Strategy that transitioned the department from SAS Visual Analytics to Tableau. This transformation included rebuilding backend data sources using advanced SQL within Teradata, enforcing enterprise-level metadata standards, and ensuring end-user outputs aligned with ANAO reporting and audit protocols. I also established the DVA Tableau Access Framework, ensuring secure, role-based data governance aligned with privacy legislation and risk mitigation controls.

At Corrective Services NSW, I directed the development of consistent enterprise reporting frameworks across multiple divisions. This initiative standardised output methodologies, addressed data lineage discrepancies, and improved reporting integrity for ministerial submissions. As Acting Data Manager, I oversaw compliance with regulatory timelines, reformed legacy processes, and established QA protocols to ensure defensible, policy-compliant analytics in response to Ministerial and cross-agency queries.

Effectively Conveys Complex Data and Analytic Concepts 

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As Head of NAPLAN Data and Reporting, I authored a briefing for the Deputy Premier on the 2024 performance of homeschooled students in NAPLAN. Recognising the small sample size and statistical volatility, I selected visualisation methods that would minimise misinterpretation. Using SQL and Python, I developed a swarm scatter plot to visualise individual performance against national means, and paired this with a Power BI bar chart segmented by proficiency cut-points. This approach ensured data transparency while safeguarding against erroneous comparisons.

At the Department of Veterans’ Affairs, I created an executive-facing PPI dashboard in Tableau as part of the 2025–26 ANAO performance reporting. Designed with interactive drill-down functionality, this dashboard translated over 100 KPIs into dynamic visual narratives for senior leadership. I presented insights to the Executive Group, adapting analytical explanations to suit varying levels of data fluency, and guided decision-makers through interpretive frameworks that supported evidence-based strategy execution.

Leadership Through Collaboration, Mentoring and Workforce Transformation 

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At DVA, I led a department-wide capability uplift program focused on Tableau, Excel and SQL. Over 1,200 staff participated in the training within eight months. As program architect and facilitator, I tailored technical content to varying skill levels, integrated practical case studies, and provided mentoring to Assistant Directors and business analysts.

The initiative catalysed a shift from low-data literacy to internal self-sufficiency and was cited by executives as a key enabler of evidence-based service delivery.

As Acting Data Manager at Corrective Services NSW, I led a team of 13 analysts during a period of intense reporting demand, including politically sensitive requests and audit deliverables. I implemented team-wide mentoring structures, improved workflow transparency using JIRA and Microsoft Planner, and realigned responsibilities based on capability strengths. These changes uplifted team cohesion, reduced delivery lag, and significantly increased stakeholder satisfaction with turnaround times and report accuracy.

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CAREER HIGHLIGHTS Strategic Thinking and Inclusive Culture Development 

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At Corrective Services NSW, I conceptualised and delivered the Better Prisons Framework, a state-wide benchmarking tool applied to correctional centres. This required coordinating across policy, operations and data units to define KPIs that balanced strategic targets with operational realities. The tool facilitated executive-level comparison of performance, resource usage and reform readiness, embedding a shared language of accountability and enabling senior leaders to allocate resources with greater precision.

At the NSW Education Standards Authority, I led a strategic reform to reengineer the NAPLAN registration data process, responding to sector feedback. I scoped options, conducted feasibility assessments with vendors, and prepared a formal submission outlining the risks, trade-offs and logistical implications. This initiative, which involved wide consultation with schools and executive leadership, demonstrated my ability to harmonise divergent interests while progressing organisational objectives within complex stakeholder environments.

Navigates Competing Priorities in Dynamic and Complex Environments 

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As Project Manager for the 2025–26 ANAO-aligned PPI reporting portfolio at DVA, I coordinated contributions from multiple program areas under tight reporting deadlines and shifting audit expectations. I led assurance documentation reviews, resolved cross-agency misalignments, and delivered an audit-ready dashboard that enabled real-time visibility.

This required constant reprioritisation, risk negotiation and decisive leadership to manage overlapping governance, performance, and data quality demands.

As Head of the NAPLAN Yearly Data Project, I managed conflicting demands between internal deadlines, vendor constraints and shifting school sector expectations. When stakeholders requested a shift in registration timelines, I rapidly evaluated the operational impact, ran technical feasibility checks, and developed a comprehensive risk-based memo for the Executive Director. My ability to balance competing priorities resulted in a well-informed, evidence-backed leadership decision and preserved project stability amid tight timelines.

EMPLOYMENT HISTORY Nov 2024 - Current

DEPARTMENT OF VETERAN AFFAIRS (DVA)

Assistant Director - Data Capability & Visualisation RESPONSIBILITIES: • Provide leadership to a multidisciplinary team responsible for the development and delivery of enterprise dashboards, advanced data products and actionable business intelligence solutions to support performance and decision-making.

• Oversee the end-to-end implementation of DVA’s enterprise-wide Data Visualisation Strategy, guiding the transition from legacy systems to contemporary platforms, and embedding best practice principles across the department.

• Led the successful migration from SAS Visual Analytics to Tableau, including the complex reconstruction of data sources in Teradata using advanced SQL methodologies, significantly improving analytical functionality and data integrity.

• Design, deliver, and evaluate strategically targeted training programs to elevate enterprise-wide data literacy, equipping over 1,000 staff with the technical competencies and analytical confidence required to leverage contemporary data platforms and interpret complex visual insights for evidence-informed decision-making.

• Collaborate closely with executive stakeholders and cross-functional business units to elicit nuanced reporting requirements, streamline data architecture, and deliver bespoke, fit-for-purpose visualisation solutions that directly inform operational performance, strategic planning, and executive oversight.

ACHIEVEMENTS: • Enterprise Data Capability Uplift: Led the design and delivery of high-impact training programs in Excel, Tableau and SQL, reaching over 1,200 participants within an eight-month period, resulting in measurable increases in data confidence and capability across business units.

• Developed Standards and Frameworks: Spearheaded and championed the adoption of contemporary standards and enterprise-level governance frameworks for data visualisation, catalysing a department-wide cultural shift towards analytical maturity, digital transformation, and sustained evidence-based decision-making.

• Learning Technology Enablement: Successfully deployed and operationalised DataCamp within DVA, enhancing ongoing professional development in data science, analytics, and engineering disciplines.

• Strategic Data Governance: Chair of the DVA Data Stewards Network, facilitating interdepartmental alignment, governance consistency, and accountability in data quality, lineage, and compliance. Provided strategic oversight and mentorship to stewards across diverse program areas.

• Executive Insight Enablement: Designed and implemented the organisation-wide All Staff Survey, achieving a response rate exceeding 30%. Developed detailed visual analysis and insight reports for the Executive Group to inform organisational health, engagement, and workforce strategy.

• Privacy-Compliant Access Control: Established and enforced a robust Tableau Licensing and Access Framework, ensuring alignment with data security protocols, privacy legislation, and role-based access best practices.

• Internal Reporting Insourcing: Transitioned responsibility for the 2025 APS Census analysis and reporting from external contractors to the internal data team, building internal capacity and reducing external consultancy reliance.

• Performance Reporting Leadership: Appointed Project Manager for the 2025–2026 Program Performance Indicators (PPI) reporting portfolio to the Australian National Audit Office (ANAO). This included coordinating strategic alignment with the Performance Reporting Team, reviewing methodological assurance documentation, and negotiating cross-agency data contributions. Delivered an executive-facing PPI dashboard with interactive drill-down functionality to support realtime performance oversight and audit compliance.

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EMPLOYMENT HISTORY Apr 2023 - Nov 2024

NSW EDUCATION STANDARD AUTHORITY

Head, NAPLAN Data and Reporting

RESPONSIBILITIES: Provided strategic leadership and operational oversight to a team of data analysts and scientists responsible for the end-to-end management of NAPLAN data assets, including acquisition, cleansing, validation, analysis, and dissemination.

• Directed the transformation of legacy data workflows, re-engineering ingestion pipelines, automating transformation procedures and embedding rigorous quality assurance mechanisms to ensure the accuracy, timeliness, and compliance of high-stakes educational data reporting.

• Championed the integration of advanced visualisation technologies, leading the development of interactive dashboards using Power BI and synchronising insights with JIRA and SQL databases to enable real-time monitoring of team performance, project progress, and operational workload.

• Drafted and presented ministerial briefs, strategic submissions and executive reports, translating analytical insights into coherent and actionable recommendations for policy makers, stakeholders, and senior education executives.

• Fostered a culture of continuous improvement, analytical innovation, and data stewardship, supporting the Authority’s broader objectives in transparency, educational accountability, and evidence-based decision-making.

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ACHIEVEMENTS: • Strategic Project Governance: Spearheaded the design and execution of comprehensive project frameworks that ensured all NAPLAN initiatives aligned with the Authority’s reform agenda, operational benchmarks, and stakeholder expectations.

• Advanced Analytical Innovation: Introduced and implemented sophisticated statistical techniques, including Generalised Additive Models (GAMs), to automate prioritisation protocols, model resource allocation, and optimise workflow distribution.

• Operational Excellence and Efficiency: Reengineered manual processes through automation, significantly reducing processing times and enhancing the scalability of analytical operations during peak NAPLAN reporting cycles.

• Data Quality Leadership: Maintained standards of data accuracy, integrity, and completeness across all NAPLAN outputs, embedding quality controls and leveraging emerging technologies to continuously elevate reporting fidelity.

• Executive Engagement and Impact: Delivered evidence-based insights and strategic recommendations through tailored visual narratives, directly informing ministerial decisions, policy direction, and national assessment frameworks.

2022 - 2023

NSW CORRECTIVE SERVICES

Acting Data Manager

RESPONSIBILITIES: Provided strategic oversight and operational leadership for all official data publications within Corrective Services NSW, setting new benchmarks in data accuracy, timeliness, analytical integrity, and cross-agency reporting consistency.

• Served as the principal liaison for complex, high-sensitivity data requests, orchestrating high-level engagements with a diverse spectrum of stakeholders, including government agencies, ministerial offices, executive leadership and external regulatory and oversight entities.

• Directed the end-to-end data request lifecycle; prioritising, validating, and delivering high-value insights to ensure stakeholders received actionable intelligence to support decision-making and policy development.

• Utilised advanced data analytics to proactively identify systemic inefficiencies and performance gaps across custodial operations, enabling data-informed strategies for process optimisation and resource allocation.

• Provided leadership and day-to-day management to a team of 13 Data Analysts and Senior Data Analysts, fostering a high-performance, outcomes-driven culture and ensuring the timely, accurate delivery of official statistical outputs, mandated reporting deliverables, and strategic data initiatives.

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ACHIEVEMENTS: • Enterprise Reporting Reform: Led the conceptualisation and implementation of robust operational and analytical reporting frameworks across multiple divisions, standardising reporting practices, improving data transparency and significantly enhancing enterprise-wide data coherence and reliability.

• Strategic Advisory Impact: Produced high-impact, evidence-based insights and recommendations that directly supported executive planning, risk assessment, and departmental strategic alignment.

• Team Capability Strengthening: Elevated team productivity and performance through structured mentoring, workload realignment, and the introduction of collaborative analytics tools and workflow automation.

• Stakeholder Confidence & Engagement: Built a reputation as a trusted advisor to executive leadership and inter-agency partners by consistently delivering precise, well-contextualised data outputs under tight timeframes.

2021 - 2022

NSW DEPARTMENT OF FAMILY & COMMUNITY SERVICE

Acting Data Manager

RESPONSIBILITIES: • Designed and engineered sophisticated data pipelines to support the seamless ingestion, transformation and curation of data from diverse internal systems and external agency sources, ensuring reliability and analytical readiness.

• Leveraged advanced analytics to detect longitudinal trends, generate predictive insights and formulate evidencebased recommendations to inform strategic planning, operational effectiveness, and service delivery reform.

• Orchestrated cross-agency collaboration efforts to facilitate robust data sharing, standardisation, and integration, ensuring a unified, accessible and scalable analytics environment across the human services portfolio.

• Authored and disseminated comprehensive documentation, user guides, and training modules to promote widespread adoption and effective utilisation of the department’s Federated Analytics Platform across all business units.

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EMPLOYMENT HISTORY RESPONSIBILITIES: • Directed the full end-to-end ETL lifecycle, ensuring high standards of data integrity, consistency, auditability, and operational efficiency within both legacy and cloud-based infrastructures across complex enterprise environments.

• Designed and implemented dynamic, user-centric dashboards using the Google Cloud Platform to deliver real-time insights, enhance operational visibility, and support executive-level decision-making.

ACHIEVEMENTS: • Federated Analytics Transformation: Spearheaded the strategic development and department-wide rollout of the Federated Analytics Platform, replacing fragmented, spreadsheet-driven processes with a modernised, centralised data ecosystem that significantly elevated analytical maturity and reporting efficiency.

• Innovation in Data Enablement: Enabled enhanced data visibility and actionable intelligence through the deployment of interactive dashboards tailored to the needs of policy, planning, and service delivery leaders.

• Capability Uplift and Adoption: Facilitated wide-scale adoption of the new platform through targeted training and support, empowering stakeholders to transition confidently to data-informed operational models.

2017 - 2023

CORRECTIVE SERVICES NSW

Senior Data Analyst

RESPONSIBILITIES: Directed the comprehensive data management lifecycle for the Reporting on Government Services (RoGS) across both state and national domains, ensuring compliance with statutory requirements, performance benchmarks, interjurisdictional comparability, and alignment with evolving government accountability and transparency frameworks.

• Engaged with a broad range of internal and external stakeholders to identify emerging data needs, deliver high-level advisory services, and embed data-driven insights into operational and policy development processes.

• Performed rigorous quality assurance reviews and validation protocols to ensure the accuracy, consistency and auditability of reporting outputs disseminated across the department and to external regulatory bodies.

• Delivered timely, high-value analytical reports and tailored insights in response to strategic and ad hoc requests from executive leadership, interagency stakeholders, and government partners across multiple operational domains.

• Translated complex, multidimensional datasets into accessible and actionable intelligence to support reform initiatives, performance evaluation, evidence-based policy, and long-term correctional planning efforts.

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ACHIEVEMENTS: • Data Process Modernisation: Identified and implemented strategic enhancements to data collection, integration and reporting methodologies, streamlining workflows and elevating analytical efficiency across the unit.

• Framework Leadership: Led the design and successful rollout of the Better Prison Framework, a comprehensive performance benchmarking tool that standardised the evaluation of correctional centres across NSW, fostering consistency, transparency, operational accountability, and data-driven performance improvement initiatives.

• Analytical Advisory Influence: Consistently recognised for delivering insights that shaped strategic decisions and contributed to measurable improvements in custodial policy, resourcing, and service outcomes.

PREVIOUS EXPERIENCE 2015 - 2016 2010 - 2017

Southern Cross University Department of Immigration And Border Protection

Admissions and Administration Manager APS3 & APS5 Officer

KEY SKILLS & COMPETENCIES • • • • • • • • • •

Executive-level stakeholder engagement expertise Cloud-integrated data architecture governance Complex stakeholder consultation and negotiation Regulatory compliance and risk management Strategic data governance and oversight APS performance reporting and compliance Advanced visual analytics and storytelling Ethical data stewardship and controls End-to-end data pipeline management Enterprise data lifecycle transformation

• • • • • • • • • •

Cross-government data collaboration efforts Strategic decision-making data enablement Evidence-informed change implementation High-impact project leadership delivery Organisational data capability uplift Data policy design and execution ANAO audit readiness and assurance Predictive modelling and trend analysis Agile team leadership and mentoring Power BI and Tableau development

QUALIFICATIONS 2016 2010

Graduate Certificate in Australian Migration Law and Practice Bachelor of Policing

Australian National University University of Western Sydney

REFEREES AVAILABLE ON REQUEST Page | 4

EXECUTIVE COVER LETTER EXAMPLES Written by GOVERNMENT RESUMES ©

98.5% SUCCESS RATE

KAILASH KUKDEJA  0418 635 458  kkgrace@gmail.com  Point Cook VIC 3030

Ella McPherson Deputy Chief Executive Officer Victorian Curriculum and Assessment Authority Department of Education 200 Victoria Parade EAST MELBOURNE VIC 3002

18 October 2025

Dear Ms McPherson,

Re: Director, Technology (Ref: VG/DE/VCAA/1888659) Demonstrating an enduring commitment to public-sector excellence, technological innovation and transformative leadership, I am eager to contribute my strategic expertise as Director, Technology with the Victorian Curriculum and Assessment Authority (VCAA) as recently advertised online. With over two decades of experience driving enterprise-scale technology reform across global and national contexts, I have consistently delivered programs that modernised infrastructure, enhanced cyber resilience and built digital capability across large, multi-stakeholder environments. I am inspired by the opportunity to lead the VCAA’s technology agenda to deliver secure, contemporary and equitable digital outcomes for Victoria’s learners.

My career spans senior roles directing multimillion-dollar portfolios, driving cloud modernisation, automation and data-driven reform across complex, high-stakes environments. Furthermore, I have successfully led global cross-functional teams, built highperformance cultures and delivered measurable business and operational outcomes. This depth of experience has honed my ability to align technology with organisational strategy and public value. I am confident that my leadership, technical expertise and collaborative approach would enable me to make a strong and positive impact within the VCAA. Criterion 1: Victorian Public Sector Values: I model the VPS Values of Responsiveness, Integrity, Impartiality, Accountability, Respect, Leadership and Human Rights through ethical decision-making, transparency and fairness. My leadership approach emphasises empathy, inclusiveness and principled governance, ensuring that every decision I make reflects both moral courage and strategic responsibility. I actively foster environments where staff feel empowered to raise concerns, contribute ideas and collaborate without fear of reprisal, believing that integrity and respect are the foundations of innovation and trust.

As Service Partner at Amdocs, I led a major Cloud Migration and Technology Transformation for Australia’s largest telecommunications client during the COVID-19 pandemic, a program that required balancing corporate objectives with human and ethical considerations. I maintained accountability through transparent communication with executives, prioritised staff wellbeing by implementing an Unlimited Leave Policy, and reinforced impartiality by ensuring vendor and client teams operated as one integrated unit. I consistently modelled calm, responsible leadership under pressure, maintaining continuity and morale throughout a period of significant uncertainty. Despite severe operational challenges, the program was delivered successfully, producing one of the organisation’s most stable systems and generating more than $3 million in annual infrastructure savings.

Earlier, while managing a compliance-governed automation pilot for the same client, I demonstrated integrity by taking full ownership of delivery delays arising from external dependencies. Rather than divert accountability, I openly communicated risks, corrective actions and timelines to stakeholders, preserving credibility and reinforcing the value of transparency in leadership. This principled conduct strengthened inter-organisational trust, safeguarded project confidence, and aligned outcomes with both professional ethics and the enduring spirit of the Victorian Public Sector Values.

Criterion 2: Flexibility and Adaptability: I demonstrate agility in leadership, adjusting strategies to dynamic business environments while maintaining momentum, morale and strategic alignment. My adaptability reflects both analytical foresight and emotional intelligence, enabling me to respond decisively to evolving challenges while sustaining operational excellence and stakeholder confidence. I consistently cultivate an environment where flexibility is viewed not as compromise but as a catalyst for innovation, resilience and long-term success. As Development Manager for Project Halo (AT&T), I established a new delivery centre from inception, recruiting, mentoring and upskilling a diverse workforce to full operational capability within six months. When project requirements changed mid-stream due to revised client priorities, I restructured delivery teams, recalibrated timelines and adjusted communication frameworks to maintain alignment across time zones. Through transparent stakeholder engagement and adaptive leadership, I ensured that performance benchmarks were met and client satisfaction remained consistently high.

Within Amdocs’ B2B Digitisation Program for a major telecommunications client, I managed multiple concurrent projects across fulfilment, reporting and data hub delivery. When customer testing dependencies disrupted the initial schedule, I implemented a reprioritised roadmap, reallocated resources to critical-path activities and applied agile review mechanisms to maintain delivery continuity. This responsive approach not only prevented slippage but also strengthened client trust and reinforced the team’s capacity to navigate complexity with discipline and confidence. The program ultimately delivered improved integration efficiency, enhanced reporting accuracy and measurable gains in customer satisfaction. These outcomes reflected my ability to combine technical insight with adaptive leadership to achieve resilient, high-quality results under pressure.

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Criterion 3: Digital and Technological Literacy: I possess advanced technical and strategic acumen across enterprise architecture, automation, AI integration, cloud modernisation and data-driven governance. My career has been defined by the ability to interpret emerging technologies through a strategic lens, translating complex systems into scalable, secure and future-oriented enterprise solutions. I champion the use of technology as an enabler of transformation, ensuring that digital reform delivers measurable outcomes in capability uplift, operational efficiency and public value. In my work as a Client Partner at Amdocs, I designed and implemented an Innovative Product Onboarding Framework that removed the dependency on incremental IT builds, halving the time-to-market for new telecommunications products. This framework enabled business units to independently design and deploy new offerings without technical bottlenecks, fostering greater agility and responsiveness.

The initiative’s success was showcased at the TM Forum Catalyst Awards in Europe, highlighting its pioneering impact on global digital service delivery.

In another initiative, I led the AI Automation Pilot for compliance workflows, applying predictive analytics to identify anomalies and accelerate risk detection. This proof-of-concept demonstrated measurable improvements in accuracy, efficiency and governance transparency, forming the blueprint for Amdocs’ broader global automation strategy. I also played a key role in steering cloud transformation programs and API-led integrations, ensuring seamless interoperability between legacy and modern systems. Collectively, these initiatives underscore my capacity to bridge technological innovation with strategic intent, delivering enduring, data-driven value across complex enterprise environments.

Criterion 4: Managing People: I lead with authenticity, vision and empathy, cultivating inclusive, high-performance cultures built on accountability, empowerment and continuous learning. My leadership philosophy centres on unlocking individual potential while aligning collective capability with strategic outcomes. I believe that the most effective leaders inspire through integrity and clarity of purpose, creating environments where innovation and collaboration naturally flourish. I place strong emphasis on psychological safety, diversity of thought and measurable performance standards to drive sustainable success. As Customer Service Executive at Amdocs, I spearheaded a major organisational reform, transitioning from a Competency-Based to an Account-Based Operating Model. This transformation linked individual performance, remuneration and professional growth directly to account success, creating tangible alignment between employee contribution and value. The reform enhanced engagement, reduced attrition, simplified governance, and improved cost efficiency by eliminating redundant management layers. It was recognised by senior executives as a benchmark for structural innovation and people-centric leadership.

Previously as Development Manager, I led diverse, cross-functional teams spanning development, testing and architecture across multiple geographies. Through targeted mentoring, skills mapping and succession planning, I built a culture of accountability and technical mastery. These initiatives not only strengthened delivery quality but also fostered resilience and adaptability within the workforce. The outcome was reflected in consecutive 100 per cent client satisfaction ratings and a reputation for nurturing high-performing, motivated teams capable of delivering consistent excellence under pressure.

Criterion 5: Communication: I communicate with precision, purpose and influence, ensuring information is articulated with clarity and conviction across technical and executive audiences. My approach combines analytical rigour with emotional intelligence, allowing me to tailor messages to diverse stakeholders while maintaining transparency and trust. I view communication as a cornerstone of leadership, essential for decision-making, alignment and for inspiring confidence, cohesion and accountability within teams and across organisational boundaries. When inheriting a loss-making telecommunications account at Amdocs operating at a –22 per cent margin, I applied a data-driven and consultative communication strategy to realign commercial expectations. By developing a compelling, evidence-based business case and presenting it with clarity and diplomacy, I successfully renegotiated contract terms, securing a 10 per cent rate increase and transitioning to a fixed-price model. These strategic discussions, conducted through open and principled dialogue, restored trust and partnership confidence, achieving a 25 per cent turnaround within nine months and a sustained +9 per cent profit the following year.

In another instance, I led stakeholder communications throughout a complex, multi-stream digital integration program involving numerous governance and delivery forums. By synthesising technical complexities into concise, outcome-oriented dashboards and executive briefings, I provided clear visibility into progress, dependencies and risks. This structured, transparent communication not only enhanced stakeholder confidence but also accelerated investment approvals and strengthened executive alignment on critical program decisions. These experiences reflect my ability to communicate with authority and integrity, ensuring every interaction advances understanding, collaboration and strategic intent.

I have a deep respect for the mission and values of the Victorian Curriculum and Assessment Authority (VCAA) and the broader Department of Education. I am strongly aligned with their commitment to equity, excellence and innovation in education and recognise the vital role that technology plays in enabling accessible, high-quality learning outcomes for all Victorians. I am motivated by the opportunity to contribute to an organisation that upholds integrity, collaboration and public service as its guiding principles, and I am dedicated to advancing the VCAA’s vision of delivering world-class curriculum, assessment and reporting through ethical leadership and strategic technological transformation.

Find attached my résumé for your consideration. I am passionate about applying my leadership, strategic foresight and digital transformation expertise to advance the VCAA’s innovation agenda and strengthen its technology capability. I am particularly motivated by the opportunity to shape enterprise-wide technological reform that enhances educational access, operational efficiency and data-informed decision-making across Victoria’s learning ecosystem. I welcome the opportunity to discuss how my experience, values and vision align with the objectives of this pivotal leadership role and the VCAA’s enduring commitment to educational excellence and public value.

Yours sincerely,

Kailash Kukdeja Page | 2

GREGORY SWANSON  0477 666 777  Greg.Swanson@correctiveservices.nsw.gov.au  Maroubra NSW 2035

Dear Hiring Panel,

23 October 2025

Re: Governor/General Manager (Statewide Talent Pool) | Req ID: 77014 I write with great interest to be considered for the above position in the Security & Custody Branch, bringing extensive experience at Corrective Services NSW spanning over three decades in senior leadership positions within custodial operations and a proven track record of achievement in supporting, guiding, and leading a culture of integrity, professionalism, and discipline within the team. My distinguished record is underscored by a consistent capacity to balance operational rigour with progressive, evidence-based rehabilitation strategies, strengthening safety, governance, compliance and long-term community outcomes.

I believe my experience, combined with my capacity to inspire direction, negotiate with influence, and deliver sustainable outcomes in challenging custodial environments, aligns directly with the requirements of this role. I hold a current driver licence and I am available to travel extensively across NSW, including being on call to respond to emergencies at short notice.

Additionally, I have operated within the strictures of the National Heavy Vehicle Law, Regulations and Chain of Responsibility frameworks, ensuring compliance and governance standards are consistently upheld. I am deeply committed to the mission of Corrective Services NSW and inspired by the opportunity to lead in a role that requires operational excellence, ethical stewardship, and reform-oriented vision. My career demonstrates a consistent ability to govern with integrity, deliver measurable outcomes, and build cultures of safety, accountability, and rehabilitation.

I am eager to advance my contributions within Corrective Services NSW as Governor, drawing upon my senior leadership acumen and extensive correctional management expertise to deliver meaningful impact within the Security & Custody Branch.

Highly motivated, ambitious and outcomes-focused, I bring advanced capability across all facets of correctional operations, with a proven record of driving visible reform, elevating staff performance, and strengthening centre outcomes. My experience as Manager of Security and in acting General Manager capacities demonstrates my capacity to provide strategic direction, operational leadership and disciplined governance across small, medium, and large correctional centres. I excel in managing multidisciplinary teams, maintaining high standards of case management and embedding robust security frameworks.

Committed to accountability, stakeholder engagement, and delivering results, I am confident in my ability to fulfil the responsibilities of Governor and to continue building organisational capability, operational resilience and public value.

Act with Integrity: I consistently exemplify ethical leadership, transparency, and accountability across all custodial operations.

While serving as Manager of Security at South Coast Correctional Centre, I identified inconsistencies in incident reporting that posed risks to compliance and undermined stakeholder confidence. In response, I initiated a comprehensive governance review, introduced a revised audit and assurance framework, and mandated enhanced staff training in reporting protocols.

This initiative not only improved procedural compliance but also reinforced a culture of accountability. As a direct result, audit outcomes improved significantly, and external stakeholders commended the strengthened reporting standards as a benchmark of good practice.

In my capacity as Manager of Security at Goulburn Correctional Centre, I observed operational vulnerabilities in intelligencesharing processes between custodial and security staff. Recognising the potential impact on institutional safety and transparency, I established a structured intelligence governance model that introduced clear reporting hierarchies, routine cross-disciplinary briefings, and accountability checkpoints. This reform fostered integrity in decision-making, reduced operational blind spots, and strengthened trust between staff and executive management. Additionally, during my tenure as Manager of Security at South Coast Correctional Centre, I addressed emerging risks related to contraband control. Concerns were raised about the lack of uniformity in staff searches and perimeter patrol procedures. I led the development of a compliance-driven Contraband Prevention Framework that aligned with departmental standards, introduced randomised audit schedules, and ensured transparent reporting of breaches. This initiative not only curbed contraband incidents but also reinforced ethical practices and strengthened the perception of integrity among both staff and external oversight bodies.

Manage Self: Resilience, adaptability, and disciplined self-management have underpinned my leadership practice across complex correctional environments. I recognise that my personal conduct and ability to regulate responses influence team morale, organisational stability, and operational outcomes. At Long Bay Correctional Complex, I was tasked with leading a highly sensitive staffing restructure during a period of industrial unrest. The situation presented a challenge, maintaining operational continuity while safeguarding staff wellbeing and morale. I employed reflective practice, actively sought counsel from senior mentors, and deliberately modelled transparency and composure in my communications. By demonstrating consistency in my behaviour and decisiveness in my actions, I fostered trust and mitigated uncertainty. This ensured performance levels were sustained, absenteeism remained minimal, and service delivery benchmarks were preserved despite the turbulence. The outcome reinforced my reputation as a dependable leader capable of guiding teams through volatility.

Similarly, while serving as Manager of Security at South Coast Correctional Centre, I encountered heightened external scrutiny following a high-profile incident. The environment required immense personal discipline to manage competing priorities, intense media interest, and stakeholder expectations without compromising staff focus or operational control. I implemented structured daily routines to manage my workload, prioritised evidence-based decision-making and compartmentalised external pressures to shield frontline staff from unnecessary stress.

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By demonstrating resilience under pressure and maintaining professional balance, I safeguarded both operational integrity and the psychological safety of my team. These efforts were later acknowledged by senior executives as critical to the stability of the centre during a demanding period. Through these experiences, I have demonstrated that effective self-management is not merely about maintaining personal resilience, but about setting the behavioural standard for others, sustaining performance in adverse conditions, and leading by example to ensure continuity, trust, and organisational strength.

Communicate Effectively: Clear, persuasive, and audience-focused communication has been a cornerstone of my leadership, enabling alignment, risk mitigation, and collaborative progress across correctional environments. As both a strategic and authentic communicator, I adapt my style to diverse audiences ranging from frontline staff and senior executives to external agencies, unions, and members of the public. Whether negotiating sensitive reforms, delivering operational briefings, or managing complex incidents, I ensure messaging is precise, transparent, and anchored in both organisational priorities and human connection. My ability to inspire confidence, cultivate trust and encourage dialogue allows me to unite multidisciplinary teams in pursuit of shared objectives within highly regulated, high-risk contexts. In my role as Manager of Security at South Coast Correctional Centre, I was tasked with introducing a new behavioural management strategy designed to improve safety and rehabilitation outcomes. Acknowledging staff apprehension and potential union resistance, I initiated structured consultation forums, adapted my communication to suit varying stakeholder groups, and developed briefing papers to ensure consistent messaging. By clearly articulating the operational imperatives and long-term benefits, I secured stakeholder buy-in and reduced resistance. As a result, the strategy was implemented seamlessly, frontline staff reported improved clarity of expectations, and behavioural incidents within the facility declined.

Similarly at Long Bay Correctional Complex, I faced the challenge of managing heightened public and media interest during a critical incident. To maintain operational control and stakeholder confidence, I provided daily structured briefings to senior management, drafted carefully considered public statements, and held regular face-to-face updates with staff. By balancing transparency with discretion and tailoring messaging to each audience, I ensured that staff felt informed and supported, executives were reassured of risk management, and external scrutiny was appropriately managed. The professional handling of communications not only protected the reputation of the facility but also strengthened internal trust and cohesion during a volatile period. These experiences demonstrate my ability to harness communication as both a leadership and operational tool, clarifying expectations, managing risk, and inspiring confidence even in the most complex and high-pressure environments.

Work Collaboratively: I prioritise collaboration across multidisciplinary teams and external agencies to strengthen outcomes and ensure safe, effective custodial operations. In my role as Manager of Security at South Coast Correctional Centre, I was tasked with enhancing security intelligence sharing to address emerging risks involving organised offender groups. I convened regular multi-agency forums with Justice Health, Community Corrections, and local law enforcement, ensuring all parties contributed intelligence and operational perspectives. By fostering open communication, aligning shared objectives, and promoting joint accountability, we were able to pre-emptively identify high-risk behaviours and implement coordinated interventions. This collaborative model significantly reduced incidents of contraband introduction and was later adopted as a best practice framework across other correctional centres in the region. A further example of my collaborative approach occurred when implementing revised emergency management procedures. Recognising the critical role of multiple units and external partners in ensuring preparedness, I coordinated joint exercises involving custodial staff, emergency services, and medical teams. By facilitating scenario-based training, encouraging feedback from all stakeholders, and refining procedures based on shared learnings, I embedded a culture of collective responsibility. These collaborations enhanced operational readiness, strengthened stakeholder confidence, and ensured the centre was well-positioned to respond to crises effectively.

Influence and Negotiate: I bring advanced negotiation skills to achieve consensus in sensitive and complex contexts.

As Manager of Security at South Coast Correctional Centre, I was tasked with implementing enhanced security protocols that initially raised staff concerns about workload and operational impact. I engaged directly with union representatives, frontline staff, and executive stakeholders, presenting transparent evidence of the reforms’ necessity while also seeking input on operational refinements. By balancing firmness with empathy and demonstrating a willingness to adapt implementation timelines, I secured broad workforce agreement and avoided potential disruption. This process reinforced a culture of trust and cooperation while ensuring organisational objectives were delivered without compromise to safety or compliance. In my role as Manager of Security at South Coast Correctional Centre, I was responsible for coordinating responses to critical security incidents that required balancing operational integrity with staff welfare. During one high-risk incident, tensions escalated around proposed containment measures. I engaged directly with senior officers, staff delegates and external emergency responders, carefully negotiating a unified strategy that addressed both safety concerns and operational imperatives. Through clear communication, active listening, and principled compromise, I achieved consensus that enabled a safe, orderly resolution. The incident was managed without escalation or injury, and post-event reviews commended the collaborative approach that safeguarded staff, inmates and the wider community.

Deliver Results: My leadership is defined by an unwavering commitment to achieving measurable and sustainable outcomes that strengthen operational performance. At South Coast Correctional Centre, I was tasked with reducing incidents of violence and staff assault in a high-risk environment. I initiated a comprehensive strategy that combined intelligence-led monitoring, targeted early intervention protocols, and proactive staff training on de-escalation and situational awareness. I also embedded stronger reporting mechanisms to identify behavioural triggers earlier. Within twelve months, the centre recorded a marked reduction in violent incidents, and staff surveys reflected improved confidence in safety practices. The strategy was subsequently adopted across the region as a model of effective violence reduction, underscoring my capacity to deliver complex change with enduring results. As Manager of Security, I also oversaw the introduction of a centre-wide security risk assessment framework designed to improve audit compliance and incident preparedness. Recognising gaps in existing systems, I spearheaded a program that aligned daily security practices with both legislative requirements and broader organisational performance standards. Through meticulous implementation, staff engagement, and consistent performance tracking, audit compliance scores increased significantly, and incident response times improved. This initiative not only strengthened resilience but also positioned the centre as a benchmark for operational governance within Corrective Services NSW. Page | 2

Finance: I have extensive experience in fiscal governance, cost optimisation, and the responsible management of public funds.

As Manager of Security at South Coast Correctional Centre, I was accountable for the oversight of significant operational budgets directly tied to safety and compliance outcomes. Recognising inefficiencies in expenditure, I introduced enhanced budget monitoring tools and improved transparency across reporting processes. I also strategically reallocated resources to strengthen frontline staffing and critical security infrastructure. These measures delivered measurable cost efficiencies while safeguarding service quality and ensuring compliance with financial governance standards. In addition, I played a key role in resource optimisation during a statewide staffing realignment. By conducting a comprehensive analysis of rostering patterns, overtime usage, and resource deployment, I identified areas for consolidation without compromising service delivery. Through careful negotiation with stakeholders and disciplined fiscal oversight, I was able to reduce avoidable overtime expenditure while maintaining operational stability. This reinforced my ability to balance financial prudence with frontline service imperatives, ensuring that taxpayer resources were managed with accountability and foresight.

Manage and Develop People: I have consistently invested in building workforce capability and strengthening succession pathways. In my role as Manager of Security, I have provided clear leadership and direction across all three areas of the Metropolitan Special Programs Centre, as well as previously performing the duties of Deputy Governor Special Purpose Centre.

These roles afforded me valuable insights into the holistic management of the centre and the importance of aligning staff capability with organisational objectives. I have worked effectively with all disciplines of staff and built constructive relationships with both the POVB and COVB unions. By maintaining a solution-focused and transparent approach, I ensure that emerging issues are addressed in a timely manner, with all stakeholders kept fully informed. This has fostered trust and reinforced a culture of accountability. An example of this was when I identified performance gaps in incident response procedures that were impacting both staff confidence and operational consistency. I led targeted capability-building initiatives, including scenariobased training and cross-shift knowledge sharing, which improved staff preparedness. Within months, response times and decision-making improved, reflected in a measurable reduction in operational breaches and escalations. This demonstrated my ability to strengthen staff capability, develop resilience, and embed best practice across multidisciplinary teams.

Inspire Direction and Purpose: I provide vision, clarity, and inspiration to motivate teams towards organisational goals. During the expansion project at a regional correctional centre, I articulated the strategic rationale for change and gave staff a clear line of sight to CSNSW’s long-term objectives. By framing challenges as opportunities for growth and public value, I instilled a sense of purpose. Staff engagement improved markedly, and the project was delivered on schedule with minimal disruption. In my role as Manager of Security at the Metropolitan Special Programs Centre, I consistently reinforce the importance of collective accountability and the broader mission of custodial services. For example, when implementing enhanced intelligencegathering protocols, I made it a priority to explain how these changes not only improved safety within the centre but also contributed to safer community outcomes. By connecting daily tasks to the larger vision, I fostered alignment across staff groups, improved compliance with the new protocols, and strengthened morale. This demonstrated my ability to inspire direction and purpose while guiding staff through complex operational change.

Additionally, during the state-wide rollout of Body Worn Cameras, I recognised that frontline officers would only embrace the initiative if they understood its broader significance. Rather than presenting the reform as purely technological, I framed it as a vital tool to strengthen transparency, protect staff from unfounded allegations, and enhance community trust in correctional services. By reinforcing the program’s role in safeguarding both staff welfare and institutional integrity, I inspired ownership and pride in its adoption. The result was not only successful implementation but also a cultural shift, with officers themselves championing the initiative as a mark of professional accountability and public value.

Manage Reform and Change: I am adept at delivering systemic reform with lasting organisational benefit. In my current role as Manager of Security within the Security and Custody Project Management Office, I led the state-wide roll-out of Body Worn Cameras to frontline correctional officers. This initiative required navigating workforce scepticism and addressing concerns about privacy and workload implications. I developed tailored training modules, facilitated open forums to ensure transparency, and provided ongoing support during implementation. The reform not only enhanced operational oversight and incident management capability but also improved staff confidence and accountability, representing one of CSNSW’s most significant cultural and operational shifts in recent years.

Moreover, I recommissioned Emu Plains Correctional Centre, a project requiring complex reform of infrastructure, processes, and workforce systems to restore full operational capacity. By coordinating multidisciplinary teams, enforcing rigorous compliance frameworks and aligning deliverables with CSNSW’s strategic benchmarks, I successfully delivered the recommissioning on time and within scope. This reform safeguarded security standards, strengthened operational resilience, and demonstrated my ability to lead systemic organisational change while ensuring minimal disruption to service delivery.

In addition, I oversaw the temporary closure of Oberon, Emu Plains, and Dawn De Loas Correctional Centres, a reform initiative that required seamless continuity of operations and careful management of both staff redeployment and inmate transfers.

Through proactive stakeholder engagement, rigorous planning, and transparent communication, I ensured compliance with departmental and legislative standards while maintaining community confidence. The success of this initiative highlighted my ability to manage highly sensitive organisational transitions while preserving security, stability, and trust.

Find attached my résumé, which outlines my professional achievements and career trajectory, together with referees who can attest to my strengths and capabilities. I would greatly value the opportunity to further discuss how my leadership acumen, reform expertise, and strategic foresight can advance the long-term success of CSNSW. Please do not hesitate to contact me by phone or email should you require any additional information or wish to arrange a discussion.

Yours sincerely,

Gregory Swanson

Manager of Security Security & Custody Project Management Office

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MICHAEL TEAL  0455 555 555  mick-teal@gmail.com  Melbourne, Victoria

28 March 2025 Anthony Grey Davidson Recruitment Level 3/500 Collins Street MELBOURNE VIC 3000

Dear Anthony,

Re: Executive General Manager Property Group | Reference: JN -022025-39557 I am applying for the Executive General Manager Property Group role at VicTrack, bringing over two decades of executive leadership in strategic property development, large-scale infrastructure investment, and asset commercialisation across Australia, South-East Asia, and Europe. My career has been defined by leading major transport-oriented developments, optimising government land assets and delivering strategic infrastructure initiatives that drive sustainable economic outcomes and long-term public value. With deep expertise in government partnerships, complex regulatory navigation and revenue-generating asset management, I am eager to contribute my leadership to VicTrack’s mission of enhancing Victoria’s transport infrastructure and property portfolio.

At Salta Properties, I led the Dandenong South Intermodal Terminal ($370M investment), a transformational transport and logistics infrastructure project that required securing private sector investment and government approvals to integrate with Victoria’s freight network. This project was critical in addressing growing freight congestion and improving transport efficiencies across the state. I successfully negotiated a landmark commercial agreement with a capital partner for the construction and operation of the terminal, ensuring alignment with state-wide freight efficiency goals. Through extensive engagement with regulatory bodies, transport operators, and government stakeholders, I shaped the land-use strategy and operational framework, ensuring that it was not only commercially viable but also delivered public benefits, such as reduced congestion, lower emissions, and increased rail freight capacity. As a result, the project significantly improved Victoria’s supply chain resilience and positioned Salta as a leader in freight infrastructure development.

As a leader in infrastructure development and government partnerships, I played a pivotal role in securing $28M in Federal and Victorian Government funding for the Port Rail Shuttle Network (PRSN), a major initiative aimed at reducing truck congestion on arterial roads by shifting freight movement from road to rail. To achieve this, I developed and presented a compelling business case to Government, demonstrating how the strategic rail integration would unlock economic efficiencies, provide environmental benefits, and improve transport network reliability. I worked closely with government agencies, planning authorities, and key industry stakeholders to ensure that the project aligned with Victoria’s long-term transport planning frameworks. The funding secured allowed for the construction of an 862-metre rail spur, linking the Dandenong South freight hub with the Port of Melbourne, which will enhance freight transport across the state. This project not only improve the efficiency of freight logistics but also strengthen Victoria’s role as a national leader in intermodal transport innovation.

Successfully engaging with government agencies, private investors, and commercial developers has been a core aspect of my leadership. At Austrak, I led high-level negotiations to secure $16.5M in government funding to integrate Somerton Business Park with the Melbourne rail network, ensuring it became a key logistics hub. Managing relationships with the Victorian Government, Port of Melbourne, and freight operators, I worked extensively to secure planning approvals, align zoning compliance, and negotiate complex commercial agreements that maximised both public benefits and private sector investment returns. This initiative ultimately strengthens Victoria’s freight infrastructure, reducing road dependency, increasing rail efficiency, and driving long-term economic growth. The success of this project underscored my ability to navigate the complexities of public-private partnerships, manage competing stakeholder interests and deliver outcomes that balance commercial viability with government policy objectives.

Ensuring regulatory compliance and governance has been central to my leadership roles. At Salta Properties, I managed multiple large-scale developments that required intricate zoning approvals, environmental impact assessments and adherence to planning regulations. Given the high-profile nature of these projects, I was responsible for working closely with state government agencies, environmental regulators, and legal teams to ensure all developments adhered to legislative requirements while remaining commercially viable. I also provided strategic advisory input to government bodies on property commercialisation strategies, ensuring all developments aligned with long-term transport and infrastructure objectives.

Leading high-performing teams has been an integral part of my success in managing large-scale infrastructure and property development projects, where fostering strong leadership, collaboration and innovation has been key to achieving strategic outcomes and operational excellence. My ability to motivate, develop, and align multidisciplinary teams towards a shared vision has enabled me to consistently deliver complex projects efficiently, on budget, and ahead of schedule, while ensuring compliance with regulatory frameworks and commercial best practices.

As Director of Logistics & Strategic Projects at Salta, I led a team of 70 professionals across development, asset management, and project execution, overseeing a portfolio of high-value infrastructure investments and commercial developments.

Recognising the need for greater operational efficiency and revenue diversification, I spearheaded a division-wide transformation, establishing the Logistics & Strategic Projects unit as a standalone, revenue-generating business entity. This required restructuring internal processes, refining performance management frameworks, and implementing clear accountability measures to optimise productivity, reduce inefficiencies, and enhance financial performance.

To support this transformation, I introduced performance-driven metrics, enabling real-time data analysis and decisionmaking to enhance the profitability and sustainability of each project. I also implemented streamlined project management methodologies, which improved workflow efficiency, risk mitigation, and stakeholder coordination, allowing projects to be delivered ahead of schedule while maintaining exceptional quality standards. Recognising that strong leadership is fundamental to long-term success, I prioritised leadership development initiatives, ensuring that team members were provided with mentorship, professional growth opportunities, and the tools needed to excel in high-pressure environments.

Under my leadership, the Logistics & Strategic Projects division not only exceeded financial targets but also successfully delivered some of Victoria’s most complex infrastructure projects with precision and commercial viability. By fostering a culture of innovation, accountability, and high performance, I ensured that the division remained adaptive, resilient and positioned for sustained growth in an increasingly complex and competitive infrastructure landscape. My approach to leadership focused on empowering teams, driving continuous improvement, and aligning people with strategic objectives, has consistently translated into measurable results, ensuring the success of major property and transport infrastructure projects across Victoria and beyond.

Victoria’s transport infrastructure must remain future-focused and innovation-driven, requiring the integration of emerging technologies and data-driven decision-making. At Salta, I led the adoption of digital twin technology, providing real-time asset monitoring and predictive infrastructure planning. Working in collaboration with technology providers, asset managers, and transport engineers, I ensured that infrastructure investments were guided by data analytics, operational efficiencies, and long-term sustainability considerations. This approach not only optimised asset performance and reduced operational costs but also enhanced transport network planning and lifecycle asset management, ensuring Victoria’s transport infrastructure remains sustainable, efficient and adaptable to future economic demands.

I am eager to bring my strategic leadership, commercial expertise, and infrastructure development acumen to VicTrack, ensuring its diverse property portfolio is leveraged to drive long-term economic growth, enhance transport efficiencies and deliver sustainable community outcomes. With a proven track record in transforming underutilised public assets into high-performing commercial developments, I am committed to maximising the value of VicTrack’s landholdings while ensuring that all projects align with government policy, transport infrastructure priorities, and broader economic imperatives.

My ability to develop and execute high-impact asset strategies, negotiate complex multi-stakeholder agreements, and deliver large-scale infrastructure projects positions me to contribute meaningfully to VicTrack’s long-term vision of sustainable urban development and transport innovation.

I understand and respect the mission and values of VicTrack, recognising its critical role in preserving and enhancing Victoria’s transport assets while driving commercial opportunities that benefit the broader community. I am particularly passionate about integrating strategic land use with Victoria’s evolving transport ecosystem, ensuring that public assets not only generate strong commercial returns but also support critical infrastructure, housing, and economic revitalisation efforts.

Through collaborative leadership, regulatory expertise, and a solutions-driven approach, I am confident in my ability to position VicTrack’s property division as a key driver of Victoria’s future infrastructure landscape.

Find attached my résumé for your consideration. I welcome the opportunity to discuss my experience and vision for this role in greater detail at your convenience. I look forward to the possibility of contributing to VicTrack’s strategic growth and delivering transformative outcomes for Victoria’s transport and property sectors.

Kind regards,

Michael Teal

EXECUTIVE SELECTION CRITERIA EXAMPLES Written by GOVERNMENT RESUMES ©

98.5% SUCCESS RATE

ASSISTANT DIRECTOR Chief Minister, Treasury and Economic Development Directorate (CMTEDD)

Possessing over a decade of distinguished experience spanning international diplomacy, public administration and higher education governance, I bring a proven record of excellence in strategic policy formulation, stakeholder engagement and institutional leadership. My professional trajectory has been characterised by an ability to interpret complex policy environments, synthesise multifaceted information and deliver authoritative advice that advances whole-of-government priorities. Across senior appointments with the Ministry of Foreign Affairs in Singapore, the Australian National University (ANU) and Communities at Work, I have developed deep expertise in governance, compliance, program design and the delivery of evidence-based policy outcomes within highly regulated and politically sensitive contexts. Guided by a commitment to integrity, collaboration and results-driven leadership, I am now seeking to apply this strategic insight, analytical precision and governance capability within the Chief Minister, Treasury and Economic Development Directorate to contribute to the ACT Government’s vision for cohesive, inclusive and sustainable development.

As an accomplished policy professional, I have consistently demonstrated the ability to synthesise complex information, evaluate competing priorities and produce high-quality, evidence-based advice that informs decision-making at both the executive and ministerial level. At the Australian National University (ANU), I exercised strategic oversight of governance and compliance relating to international research and education partnerships under the Foreign Arrangements Scheme, Privacy Act and ESOS Act, ensuring that all engagements adhered to legislative requirements while advancing the University’s broader institutional and diplomatic objectives. This role demanded acute policy interpretation, stakeholder consultation and the capacity to balance regulatory precision with operational pragmatism. I authored analytical reports, executive memoranda and strategic briefing papers that directly influenced high-level decisions on partnership risk, international engagement and institutional compliance assurance. By designing and implementing automated workflow tools and modernised governance processes, I successfully reduced approval timeframes from two months to one week, significantly improving efficiency, transparency and organisational accountability. This initiative exemplified my ability to interpret intricate legislative frameworks, translate them into actionable governance mechanisms, and deliver measurable institutional outcomes that strengthen policy coherence, procedural integrity and strategic alignment.

My diplomatic tenure further strengthened my capacity to operate with composure and precision within high-stakes, politically nuanced and rapidly evolving environments. As First Secretary (Political) at the Singapore High Commission in Canberra, I undertook extensive political, legislative and economic analysis to inform Singapore’s bilateral engagement strategy and foreign policy positioning. I produced comprehensive ministerial submissions, policy briefs and analytical papers that guided strategic responses to shifting geopolitical landscapes and complex intergovernmental negotiations. This work required sound judgement, intellectual agility and the ability to distil intricate political developments into coherent, actionable advice for senior policymakers. I also coordinated and delivered multiple high-level missions, most notably the Singapore Prime Minister’s visit to the G20 Summit in Brisbane, overseeing all aspects of policy coordination, stakeholder management and diplomatic protocol to ensure seamless execution and policy alignment. These experiences deepened my understanding of intergovernmental coordination, legislative processes and the strategic interplay between domestic policy priorities and international relations. They also honed my ability to navigate competing stakeholder imperatives under pressure while maintaining policy integrity, strategic foresight and diplomatic tact.

In my leadership capacity as Assistant Director of the Diplomatic Academy, I exercised strategic oversight of the design, development and implementation of national workforce capability frameworks that elevated professional standards and strengthened leadership preparedness across Singapore’s diplomatic corps. I led a multidisciplinary team with clarity of vision and purpose, conducting structured performance reviews, implementing targeted development pathways and embedding a culture of excellence, accountability and continuous learning. The role required both strategic foresight and operational discipline, as I directed intricate policy reporting cycles, synthesised data from multiple departmental sources and ensured analytical outputs met the highest standards of rigour and relevance. I authored comprehensive policy briefs, evaluative reports and executive submissions that informed ministerial decisionmaking, guided national workforce strategy and shaped long-term institutional reform. Through this work, I advanced the Academy’s mandate as a centre of excellence in diplomatic training, governance innovation and public sector capability development.

One of my most significant achievements was the conceptualisation and delivery of the inaugural “Consular Response Team” training program, a flagship initiative designed to strengthen crisis preparedness, interdepartmental coordination and global response capability across the Ministry. This program became a benchmark for future training standards and demonstrated my capacity to lead strategically significant projects, apply evidence-based policy principles, and foster institutional resilience through governance integrity, innovation and collaborative leadership.

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STATEMENT

EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation | Position No: A607/2020 | DFAT Demonstrating significant successes in high-level communications and policy advice, I am eager to contribute as an EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation, having achieving outcomes in cross government and whole-of government settings. My experience undertaking complex work under limited direction can be evidenced whilst implementing the Commonwealth Scholarships Program for Young Australians, where I conducted research and analysis to build an evidence base for regional borders, based on proportion of unemployed youth in each region. I analysed occupations in demand and growth industries. Once a list was developed, I liaised with stakeholders to refine occupations and create a final list that is used today. I effectively completed this work with an APS5, managing the project and executing all tasks, maintaining the project plan, adhering to a timetable and updating my Supervisor.

I am highly skilled in developing evidence-based, complex policy proposals that meet government needs, which have consistently been accepted due to clear arguments presented. Recent policy proposals include the borders for the ten regions where the program is being delivered. This research was sound and used by another team who must implement the Industry Training Hubs in the same ten regions as the scholarship program. I exercised judgement in researching and determining the borders for the ten regions which the Industry Training Hubs have used the methodology to propose their regional borders for their program. Secondly, the occupations in demand for the program was also accepted, where Scholars must study a course that leads to an occupation considered in demand and these occupations had not been previously determined. I developed a research project with methodology and cross-referencing of sources to develop a list of occupations in demand, distributed the list to stakeholders for feedback prior to finalising and sent to the Project Manager for approval.

My work has entailed considerable public contact in relation to difficult or sensitive issues and liaising with internal and external stakeholders. I worked on the Compliance Framework, which was a sensitive policy change with responsibility for liaising with internal and external stakeholders representing the department. I provided training nationally to JobActive providers who would administer the framework. I developed products to support the training including online training modules, educational and interactive games and guidance materials. The purpose of this work was to communicate the new workflow for the framework, implications if the framework was not correctly implemented and followed. After the framework was implemented, analysis was undertaken to find shortfalls and inconsistencies in how providers were implementing the policy and implement actions to rectify. After six months, I developed program assurance activities to monitor and assess the framework’s ongoing management. I represented the department during the Northern Territory Emergency Response and travelled regularly representing the department. I discussed the changes with communities to discuss sensitive issues relating to employment programs and Work for the Dole and collaborated with people at Alice Springs and Darwin state offices to coordinate setting up Work for the Dole activities in all 73 identified communities.

Communicating with influence, I am adept in engaging audiences, articulating concepts and putting forward arguments to people all levels. I engage with various stakeholders to develop organisational and whole-of-government initiatives, whilst applying effective and persuasive writing skills when preparing policy documents and briefings. I was tasked to write a research report, conducting analysis to determine the regional borders and the occupations in the demand for the program and communicated the purpose of the research with stakeholders to obtain their buy-in to provide insights from each region.

Additionally, I liaised with staff, executives, stakeholders, the procured provider, internal teams and prepared all policy briefings, Senate Estimates briefs and Executive Communications for the program to date and managed it through the department’s parliamentary system. I also wrote the program fact sheet, program guidelines and managed the publishing process on grant connect to comply with legislative requirements, published information on each scholarship awarded, engaged with each Host Employer and published the guidelines.

Acting with integrity, I uphold the APS Values, ensuring the conduct and behaviour of all personnel aligns with these values at all times. Moreover, I value inclusion, diversity and mentor staff to reach their full potential which has been achieved by supporting flexible working arrangements such as part time work, flexible hours and supporting women as an accredited Breastfeeding Friendly Workplace. I also provide staff training in Indigenous Cultural Awareness, Disability Awareness and Mental Health First Aid in conjunction with celebrating days and events to promote diversity awareness and inclusion.

My governance and human capital management expertise was further developed as Senior People Coordinator at Communities at Work, where I provided authoritative advice on complex industrial relations matters and legislative compliance. I oversaw the end-to-end recruitment and employee lifecycle process and led the implementation of a new HR Information System in partnership with an external vendor. This system modernised workforce governance, improved data reliability and streamlined decision-making processes. As a key member of the Employee Consultation Committee, I contributed to the negotiation and implementation of a new Enterprise Agreement that improved transparency, fairness and organisational cohesion. Additionally, I designed executive workforce dashboards and compliance reports, equipping senior management with accurate insights to support strategic planning and workforce sustainability.

My capacity to develop, implement and coordinate complex, cross-sectoral initiatives is underpinned by a history of collaboration and foresight. As a Technical Cooperation Officer within the Ministry of Foreign Affairs, I was the departmental liaison responsible for designing and delivering Singapore’s international development assistance programs across ASEAN member countries. I coordinated policy submissions that secured funding increases for regional technical cooperation programs and represented Singapore in high-level ASEAN forums. Through this work, I strengthened cross-border partnerships and advanced Singapore’s reputation as a leader in regional capacitybuilding. Similarly, as Protocol Officer, I managed diplomatic privileges and immunities for accredited foreign missions in Singapore, interpreting international conventions and domestic legislation to ensure compliance, accountability and adherence to protocol standards.

Beyond policy formulation, I possess extensive experience in strategic program delivery, interagency coordination and governance assurance. At ANU, I collaborated with executive leaders, academic faculties and the Privacy Office to enhance compliance processes related to data handling, information sharing and Freedom of Information requests.

My governance initiatives resulted in stronger institutional accountability and reduced operational risk exposure. At the Diplomatic Academy, I directed the preparation of the organisation’s Annual Report, ensuring accuracy, performance analysis and alignment with government accountability frameworks. Earlier in my career, I served as the lead liaison for Singapore’s flagship human development initiatives under the Singapore Cooperation Programme, overseeing international partnerships and reporting outcomes to ministerial stakeholders. These experiences reflect my enduring commitment to policy precision, integrity and institutional excellence.

Across every position, I have demonstrated an ability to lead teams and projects with clarity of purpose, intellectual rigour and empathy. I take pride in cultivating high-performing, motivated teams built on collaboration, respect and continuous learning. My leadership philosophy emphasises empowerment through accountability, ensuring that every team member understands strategic objectives and contributes meaningfully to their achievement. I also bring significant experience in managing change, mentoring emerging professionals and maintaining morale in dynamic policy environments. These qualities will enable me to guide teams within CMTEDD in achieving operational excellence and delivering tangible outcomes that align with government priorities.

Communication has been central to my effectiveness as a leader and policy practitioner. I have extensive experience drafting Cabinet-style submissions, ministerial briefs, analytical papers and strategic correspondence for senior executives and Ministers. My writing is characterised by precision, clarity and persuasive reasoning, ensuring complex policy issues are articulated with authority and coherence. Equally, I have represented organisations in bilateral meetings, stakeholder consultations and public forums, demonstrating diplomacy, influence and strategic negotiation skills. My ability to adapt communication to context and audience has consistently strengthened stakeholder confidence and advanced institutional objectives.

I am particularly drawn to this role because it represents a convergence of my professional strengths, policy leadership, cross-government coordination, and strategic program delivery. The opportunity to contribute to CMTEDD’s work in regional development, infrastructure, planning and intergovernmental relations aligns directly with my expertise in policy analysis, governance and stakeholder management. My ability to integrate policy intelligence, operational insight and collaborative leadership will enable me to contribute meaningfully to Cabinet processes, ministerial briefings and cross-directorate initiatives that advance the ACT Government’s strategic vision.

Throughout my career, I have upheld the values of the ACT Public Service; integrity, respect, collaboration and accountability. I am committed to evidence-based policy, transparent governance and public sector excellence.

I approach leadership with humility and discipline, fostering a culture of inclusion, intellectual curiosity and continuous improvement. With my proven record of policy achievement, intergovernmental experience and institutional leadership, I am confident in my ability to contribute strategically and operationally to the Directorate’s objectives, advancing effective governance and delivering enduring outcomes for the ACT community.

In conclusion, I offer a unique blend of strategic policy insight, diplomatic experience and organisational leadership, supported by a proven record of driving evidence-based reform and governance improvement across complex institutional and intergovernmental settings. My ability to translate high-level policy intent into practical implementation, while fostering collaboration, innovation and accountability, aligns directly with the objectives of the Chief Minister, Treasury and Economic Development Directorate. I am deeply motivated to contribute to the ACT Government’s strategic vision by leading with integrity, advancing cohesive policy outcomes and ensuring that decisions are informed, transparent and in the best interests of the community.

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Recognising the imperative to modernise Blackmores’ digital presence and elevate its leadership voice, I initiated and led a comprehensive transformation of the corporate communications framework. Central to this was the development of a structured digital narrative architecture, anchored by four enduring content pillars – Sustainability, Health and Wellness, Leadership and People, and Purpose and Integrity. These pillars were developed by our internal communications teams and Thrive PR. It was the foundation of a disciplined editorial and engagement strategy that ensured every communication touchpoint reflected and reinforced the company’s core values and strategic direction.

I personally directed the channel and content strategy, establishing an enterprise-wide content calendar synchronised with corporate milestones, executive announcements, thought-leadership moments, and community initiatives. Under my stewardship, the organisation’s LinkedIn following grew exponentially from 20,000 to more than 50,000, accompanied by a marked surge in post reach, engagement rates, and positive sentiment analytics. This growth was driven through data-informed storytelling and precision targeting that effectively engaged diverse stakeholder cohorts, including employees, investors, customers, and health-sector partners.

Beyond social channels, I architected and implemented an integrated Communications frameworks, unifying the company’s platforms under a single governance model. This transformation embedded consistency of message and visual identity across all channels, strengthened quality assurance, and introduced clear lines of accountability. I also pioneered the use of dynamic video storytelling and bespoke digital templates to enrich executive communication, increase transparency and humanise corporate messaging.

Through this work, I demonstrated the ability to design and operationalise sophisticated digital ecosystems that align seamlessly with organisational strategy and enhance both internal and external engagement. The resulting transformation not only elevated Blackmores’ digital maturity but also reinforced its standing as Australia’s most trusted vitamin brand and a pre-eminent corporate voice in health, sustainability, and wellbeing across the Asia–Pacific region. My leadership in this domain exemplifies how disciplined narrative alignment and digital innovation can materially strengthen reputation, trust, and organisational influence.

STATEMENT Manager, Primary Care Strategic Policy | Job Ad Ref: QLD/CPSS638432 | Queensland Health

As an accomplished strategic leader with extensive experience in mental health, service design, policy reform and cross-sector program development, I am eager to contribute as Manager within the Mental Health Alcohol and Other Drugs Strategy and Planning Branch at Queensland Health. I bring a track record of leading high-impact initiatives across non-profit and Aboriginal community-controlled settings. Throughout my career, I have championed system improvements through evidence-informed planning, co-design and community-led innovation. I remain committed to advancing equitable, culturally safe, and responsive health outcomes for Queensland’s diverse communities.

I bring deep knowledge of mental health and alcohol and other drugs (MHAOD) policy frameworks, underpinned by lived leadership in implementing community-based supports tailored to vulnerable populations. I have also demonstrated the ability to rapidly acquire and apply critical insights in dynamic and disaster-impacted contexts. As Senior Manager of the Early Childhood Approach at BUSHkids, I was tasked with ensuring continuity of early intervention services across multiple regions significantly impacted by flooding and natural disasters. I needed to rapidly adapt service delivery and workforce strategies to meet community mental health needs during and after these events, in line with both NDIA and state disaster recovery priorities. I swiftly engaged with state and national emergency coordination groups, reviewed disaster mental health policies, and integrated learnings into our service approach. I co-designed trauma-informed protocols with clinicians and local Aboriginal Medical Services, embedding culturally responsive support for families. I also implemented contingency planning, established telehealth access, and introduced wellbeing check-ins for vulnerable clients. These measures enabled uninterrupted access to early childhood mental health support, improved psychological safety, and were commended in external reviews. NDIA performance audits reflected sustained quality during high-risk periods, and our post-disaster response model has since been shared as a blueprint across other regions.

I have consistently demonstrated advanced interpersonal and stakeholder engagement capabilities, fostering influence and alignment across government, health, and community sectors. I lead through collaboration, strategic advocacy, and respectful negotiation to drive system-level outcomes. As Senior Manager of the Early Childhood Approach at BUSHkids, I was responsible for the statewide implementation of NDIA-funded services across diverse geographic regions, requiring the alignment of internal teams and external partners. I was tasked with improving stakeholder alignment and service accessibility, particularly in regional areas with fragmented service delivery and inconsistent understanding of the Early Childhood Approach. I initiated and led a strategic engagement strategy involving targeted consultation forums with health professionals, local government, NDIA representatives, and Aboriginal Community Controlled Health Services.

I advocated for refinements to access pathways and addressed misconceptions through tailored communication and culturally sensitive engagement. I also facilitated a statewide forum that brought together over 60 stakeholders to codesign service improvements. These efforts led to significantly improved cross-sector collaboration, enhanced service coordination, and increased referral rates from health professionals. Stakeholder surveys reflected a 92% satisfaction rate, and BUSHkids was formally recognised by the NDIA for excellence in regional engagement.

I bring extensive expertise in policy development, strategic planning, and program leadership across complex public health settings. I formulate and communicate high-level advice that shapes MHAOD reforms and strengthens cross-sector outcomes. At Marathon Health, as Team Leader - Primary Health Services (Early Intervention), I identified a need for policy realignment across community-based developmental services in response to fragmented access and inconsistent MHAOD-related care pathways. I was responsible for leading the policy and service redevelopment to enhance alignment with both federal and state MHAOD strategic directions. I conducted a comprehensive service audit and facilitated co-design workshops with clinicians, Aboriginal health leaders, and primary health networks. I developed integrated care models that embedded early mental health screening and triage into universal child health services, supported by culturally responsive protocols. I presented strategic policy advice to executive leadership and regional health planners, ensuring alignment with national mental health reform and emerging state-level priorities. The revised policy and service model improved early identification of mental health risks and enhanced cross-agency collaboration.

It was adopted regionally as a best-practice approach, and I was invited to present the outcomes at the National Caring for Country Kids Conference, affirming the model’s strategic relevance and system impact.

I lead with strategic foresight, drawing on diverse data sources, community insights, and stakeholder intelligence to shape inclusive health policy and program direction. I am adept at recognising system-wide implications, building cross-sector collaborations, and driving adaptive reform. As Senior Manager of the Early Childhood Approach at BUSHkids, I was tasked with leading a statewide service redesign to better align with the evolving NDIA Early Childhood Approach and broader disability reforms. I needed to ensure the model remained responsive to diverse community needs while also meeting NDIA performance expectations and enhancing sustainability across regional delivery sites. I conducted a strategic review drawing on service utilisation data, community consultations and national disability policy developments. I facilitated cross-agency workshops involving health, education and Aboriginal community-controlled stakeholders to explore opportunities for integrated pathways. Using this intelligence, I restructured the service model, introduced digital innovations, and advocated for resource reallocation to areas of highest developmental vulnerability.

The revised strategy improved access and equity, exceeded all performance benchmarks, and positioned BUSHkids as a leading provider within the national ECA framework. The initiative was recognised by the NDIA for its strategic alignment, innovation, and cultural responsiveness.

I consistently monitor environmental shifts, policy reforms and community feedback to generate insights that inform program innovation. I translate insights into practical solutions that uplift service quality, access, and impact. While leading the Early Childhood Approach at BUSHkids, I recognised service access barriers for Aboriginal and Torres Strait Islander families in remote communities, including digital exclusion and culturally mismatched engagement strategies.

I was responsible for improving inclusivity and participation rates while ensuring fidelity to NDIA requirements. I conducted consultations with community Elders, frontline staff and Aboriginal health services to identify cultural and logistical barriers.

Drawing on these insights, I co-designed a suite of innovations, including outreach playgroup models, flexible assessment approaches, and embedded cultural liaison roles. I also trialled hybrid digital service offerings and place-based engagement hubs. These innovations led to a significant uplift in service uptake among First Nations families, improved satisfaction scores and strengthened partnerships with Aboriginal community-controlled organisations. The model has since informed broader network practice and attracted NDIA commendation for culturally responsive innovation.

I lead with a strong focus on collective accountability and measurable outcomes, building clarity around shared goals and embedding structured mechanisms to monitor performance and quality. My approach ensures both operational discipline and team cohesion. As Senior Manager of the Early Childhood Approach at BUSHkids, I was responsible for ensuring compliance and performance delivery across geographically dispersed teams delivering services under the NDIA framework. I identified inconsistencies in service quality, supervision, and reporting across sites, posing risks to both client outcomes and contractual compliance. I implemented a comprehensive accountability framework that included formalised supervision protocols, routine audit and feedback cycles, and integrated dashboards tracking risk, workforce capacity, and client outcomes. I worked collaboratively with Team Leaders and practitioners to co-develop KPIs that were locally meaningful yet aligned with organisational goals. These reforms led to enhanced service consistency, early identification of performance risks, and strengthened internal accountability. BUSHkids achieved three consecutive High Rating assessments from the NDIA for performance and compliance, an organisational first validating the effectiveness of my leadership in embedding a culture of shared accountability.

I am deeply committed to professional and organisational growth, continuously seeking opportunities to expand knowledge, embrace innovation, and foster shared learning. I prioritise development activities that enhance both cultural integrity and system effectiveness. I am deeply committed to professional and organisational growth, continuously seeking opportunities to expand knowledge, embrace innovation, and foster shared learning. I prioritise development activities that enhance both cultural integrity and system effectiveness. While serving as Team Leader Primary Health Services (Early Intervention) at Marathon Health, I recognised a need to uplift cultural responsiveness across our multidisciplinary teams. I facilitated targeted professional development initiatives, including trauma-informed care workshops and collaborative training with Aboriginal health practitioners. I also partnered with local Aboriginal Community Controlled Health Services to co-develop reflective practice sessions and protocols that strengthened staff understanding of cultural safety. These initiatives led to improved team confidence in culturally responsive service delivery, enhanced interagency collaboration, and increased community trust. Feedback from staff and partner organisations affirmed the value of the approach, which has since been incorporated into broader workforce development strategies.

During the rollout of a statewide youth wellbeing framework, I played a lead role in aligning interagency priorities across education, health, justice, and Aboriginal peak bodies. Through high-trust engagement and structured dialogue, I facilitated the co-creation of a unified policy engagement model that honoured cultural values, addressed systemic gaps, and reinforced accountability mechanisms. The resulting policy achieved strong sector-wide endorsement and was implemented as a standardised template across multiple Queensland regions, significantly enhancing policy coherence and service integration for young people. The framework has since informed broader youth engagement strategies and contributed to sustained improvements in cross-sector service coordination.

I lead with strategic foresight, cultural humility and a commitment to professional growth and team cohesion.

My leadership approach emphasises empowerment, reflective practice and accountability, ensuring staff feel valued, supported, and equipped to deliver results. I consistently build high-functioning teams that thrive in complex, fast-paced policy environments, with a focus on continuous improvement and collaborative learning. I am deeply committed to advancing equitable, culturally responsive, and evidence-informed health policy that delivers tangible and enduring outcomes for Queensland’s diverse communities. My work consistently reflects a focus on addressing systemic inequities, embedding lived experience in design processes, and driving innovation that aligns with statewide reform agendas. With a record of strategic leadership, cross-sector collaboration, and high-impact program delivery, I bring both the expertise and visionary thinking required to influence complex policy environments, positioning me to make a meaningful contribution to Queensland Health’s system stewardship responsibilities.

I am excited to contribute to Queensland Health’s strategic agenda and bring my passion for equitable mental health reform to this leadership role. Possessing a strong foundation in policy, planning, and stakeholder engagement, I am confident in my ability to deliver impactful, community-focused outcomes that improve access, quality and coordination of care. I am dedicated to supporting continuous improvement and innovation within the MHAOD landscape, and to champion sustainable, culturally responsive systems that meet the needs of all Queenslanders.

EXECUTIVE MANAGER - BUSINESS IMPROVEMENTment Queensland Fire Department (QFD) Job Ad: 20642

I am eager to apply for the Executive Manager – Business Improvement in the Procurement Services team at the Queensland Fire Department (QFD). With an illustrious career spanning over two decades in procurement governance, strategic sourcing, financial stewardship, and emergency operations, I have successfully spearheaded high-value procurement transformations, optimised complex business processes, and driven enterprise-wide reform in high-pressure, mission-critical environments. Holding a Master of Business Administration (MBA) and a Master of Public Administration (MPA), I possess the advanced analytical acumen, executive leadership expertise, and policy-driven decision-making capabilities required to deliver strategic procurement solutions that maximise efficiency, fiscal accountability, and regulatory compliance. My extensive experience in contract negotiation, stakeholder engagement, and risk mitigation has empowered me to design and implement cost-effective, resilient, and government-aligned procurement frameworks that ensure operational continuity and value realisation. Since 2016, I have led large-scale disaster response operations, multi-million-dollar asset and fleet optimisation projects, and comprehensive procurement reform initiatives at QFD, reinforcing my unwavering commitment to accountability, innovation, and operational excellence. I am dedicated to enhancing QFD’s procurement capabilities through transformative leadership, data-driven decision-making and best-practice business improvement strategies that align with Queensland Government procurement objectives and long-term organisational sustainability.

VISION: As part of my role at the Queensland Fire Department (QFD), I identified inefficiencies in the department’s procurement and asset management processes, particularly regarding procurement governance, financial oversight, and compliance with government frameworks. The business unit’s procurement activities lacked standardised risk assessment frameworks, and procurement contracts were not fully aligned with Queensland Government policies, leading to delays in approvals and challenges in financial tracking. To address these issues, I led a procurement governance overhaul to improve transparency, compliance, and operational efficiency. I conducted a full audit of procurement processes, identifying gaps in contract approvals, financial reporting, and supplier performance evaluation. I then implemented corrective action plans, aligned procurement workflows with Queensland Government procurement policies, and introduced enhanced contract management protocols to ensure risk mitigation. Additionally, I took responsibility for managing the business unit’s assets and fleet at the State Deployment Centre, overseeing a multi-million-dollar equipment portfolio, ensuring procurement integrity and operational readiness for emergency response deployments across Queensland and internationally. As a result of these strategic reforms, procurement activities within QFD were streamlined to meet compliance standards, ensuring improved financial tracking, faster contract approvals, and stronger procurement governance. The restructuring of procurement and asset management processes enhanced operational efficiency and procurement accountability, ensuring that critical resources were available to support disaster response and emergency operations.

During my tenure at the Queensland Fire Department (QFD), I played a key role in overhauling procurement and asset management practices to ensure the department’s readiness for disaster response and emergency operations. The existing procurement framework had inconsistencies in asset tracking, procurement approvals, and supplier contract management, which impacted operational efficiency and resource availability. These inefficiencies delayed deployment readiness and created financial reporting challenges related to asset procurement and maintenance. To address these issues, I led a statewide procurement reform initiative, focusing on improving supplier contract management, streamlining purchasing approvals, and enhancing financial governance. I introduced more rigorous procurement tracking systems, ensuring that all contracts, purchases, and supplier engagements adhered to Queensland Government procurement policies. Additionally, I oversaw the procurement, management, and deployment of a multi-million-dollar asset and fleet portfolio at the State Deployment Centre, ensuring resources were mission-ready for rapid deployment across Queensland and internationally. This strategic overhaul resulted in greater transparency in procurement processes, improved asset readiness for emergency response operations, and stronger financial accountability. By ensuring that all procurement activities were aligned with compliance frameworks and operational requirements, I helped enhance the department’s capability to manage large-scale emergency response deployments effectively.

The procurement division at QFD lacked real-time analytics and compliance tracking, leading to inconsistent risk assessments, supplier performance issues and potential contract breaches. There was no centralised system for tracking procurement risks, making it difficult to identify vulnerabilities before they escalated. I was responsible for introducing an advanced risk mitigation framework that would improve governance, compliance tracking, and financial forecasting within procurement operations.

I implemented cutting-edge procurement data analytics tools, integrating real-time risk monitoring dashboards that provided instant visibility into procurement trends, contract performance, and compliance risks. I also trained procurement teams on identifying, assessing, and mitigating procurement risks, ensuring a culture of proactive risk management. This initiative significantly reduced procurement compliance risks, enhanced supplier performance monitoring, and strengthened contract governance and financial accountability. As a result, procurement teams were able to make data-driven decisions, reducing financial risk exposure and ensuring procurement outcomes were aligned with operational and regulatory requirements.

RESULTS: The Queensland Fire Department (QFD) sought to increase engagement with Indigenous and SME suppliers to align with Queensland Government’s social procurement objectives. However, existing procurement practices lacked a structured approach to fostering relationships with these suppliers, leading to low participation and limited supplier diversity. I was responsible for developing and implementing a procurement engagement strategy that prioritised supplier diversity, social procurement, and long-term business relationships with Indigenous and SME suppliers. I established supplier engagement forums, created mentorship and training programs for procurement teams, and developed procurement guidelines that embedded supplier diversity considerations into contract evaluation criteria. Additionally, I liaised with Indigenous business councils and industry bodies to identify suitable suppliers and facilitate meaningful partnerships.

This initiative led to an increase in Indigenous and SME supplier contracts, improving economic participation and fostering longterm relationships that aligned with government diversity and inclusion targets. Moreover, the structured approach streamlined procurement processes, ensuring fair and competitive supplier opportunities while maintaining compliance with procurement regulations.

Procurement processes at QFD suffered from inconsistent governance controls, inefficiencies in contract management, and gaps in compliance tracking. This resulted in delayed contract approvals, budget overruns, and regulatory risks. I was responsible for leading a governance transformation initiative to ensure procurement operations adhered to strict compliance requirements while enhancing efficiency, transparency, and accountability. I conducted a full procurement audit, identified key governance gaps, and implemented contract lifecycle management protocols that streamlined approval processes, enhanced supplier performance monitoring, and enforced risk assessment procedures. Additionally, I developed procurement dashboards to track compliance, financial risks, and performance metrics in real time. The restructuring led to improved procurement efficiency, reduced compliance risks, and enhanced financial oversight, ensuring procurement processes aligned with government audit requirements. The governance framework also reinforced a culture of accountability within the procurement team, driving better decision-making and ensuring contracts were executed on time and within budget.

As the Logistics Manager for the AUS-1 Disaster Assistance Response Team, I was responsible for ensuring the efficient deployment of personnel, equipment, and resources during large-scale emergency operations. A key challenge in procurement and logistics was the lack of a structured framework for managing critical resources, leading to delays in mobilising personnel and equipment to disaster zones. These inefficiencies impacted operational effectiveness and created procurement challenges in securing mission-critical supplies and transport logistics on short notice. To address these issues, I developed and implemented a structured procurement and logistics framework tailored to disaster response operations.

I introduced real-time tracking of assets and procurement requests, ensuring immediate access to critical supplies when needed. Additionally, I worked closely with federal, state, and international agencies to negotiate rapid procurement agreements, reducing delays in acquiring essential resources. This initiative significantly improved deployment efficiency and procurement accountability, ensuring that AUS-1 could mobilise teams and resources without logistical bottlenecks. The framework became a key component of QFD’s emergency response strategy, allowing the department to better manage procurement workflows, track assets in real-time, and respond to emergencies with greater precision and efficiency.

ACCOUNTABILITY: The procurement teams across multiple divisions within the Queensland Fire Department (QFD) operated in silos, with limited collaboration, inconsistent procurement knowledge, and a lack of structured professional development. This fragmentation led to inefficiencies, misalignment with procurement policies, and reduced morale among procurement officers.

I recognised the need to foster an inclusive and collaborative procurement culture by establishing a Procurement & Contracts Community of Practice (CoP) that would facilitate knowledge sharing, professional development, and cross-functional collaboration. I designed and implemented monthly best-practice workshops, created an internal procurement resource hub, and introduced mentorship programs where senior procurement officers guided junior team members. I also ensured that diversity and inclusion principles were embedded in procurement training, actively encouraging women, Indigenous procurement specialists, and SME representatives to participate in discussions. The initiative improved team cohesion, knowledge retention, and cross-departmental procurement collaboration. Procurement officers felt more engaged, informed, and empowered, leading to greater job satisfaction, reduced errors in procurement execution, and increased compliance with procurement policies.

QFD’s procurement framework lacked structured compliance controls, transparent financial oversight, and streamlined reporting mechanisms, leading to contractual risks, inefficiencies in supplier performance tracking, and inconsistent financial reporting. I was responsible for strengthening procurement governance, ensuring procurement operations aligned with Queensland Government financial regulations, risk management frameworks, and audit requirements. I developed and implemented a procurement compliance framework, introducing contract risk assessments, supplier performance evaluations, and real-time financial tracking dashboards. Additionally, I standardised procurement documentation and reporting templates, ensuring auditready financial records and contract management processes. These governance enhancements led to a reduction in procurement compliance issues, improved financial reporting accuracy, and ensured procurement operations were fully aligned with regulatory requirements. This transformation reinforced a culture of integrity, transparency, and accountability, ensuring procurement decisions were data-driven and risk-informed.

As part of my leadership role at the Queensland Fire Department (QFD), I was responsible for managing a team of procurement specialists and ensuring they operated efficiently while adhering to Queensland Government procurement and financial management frameworks. The team faced challenges related to role clarity, professional development, and performance management, which impacted procurement efficiency, financial accountability, and staff engagement. To address these challenges, I implemented structured performance planning and staff development initiatives, ensuring that every team member had clear objectives, access to ongoing training, and opportunities for career progression. I introduced regular performance reviews, mentorship programs, and cross-training opportunities, which enabled procurement officers to expand their expertise in category management, financial planning, and contract governance. Additionally, I enhanced human resource practices by aligning procurement roles with broader departmental objectives, ensuring that team members had defined responsibilities, professional growth opportunities, and the necessary support to succeed. This approach resulted in a more engaged, capable, and high-performing procurement team that demonstrated improved efficiency, stronger compliance with financial management protocols, and greater collaboration across procurement functions. Staff reported higher job satisfaction, stronger confidence in procurement decision-making, and a greater ability to contribute to departmental procurement strategies. By fostering an inclusive, well-structured, and performance-driven workplace, I ensured that QFD’s procurement operations remained efficient, compliant, and strategically aligned with organisational goals.

With a distinguished background in procurement, business improvement and emergency operations, I am well-positioned to drive strategic reform, governance excellence, and operational efficiencies in the Procurement Services team at QFD. My ability to develop visionary procurement strategies, build high-performing teams, and enhance financial and risk management controls ensures I can deliver high-value, sustainable procurement outcomes that align with QFD’s mission.

STATEMENT

SES Assistant Director - General Engagement and Awareness | The Australian Signals Directorate Over the past 20+ years in my capacity as an experienced Business Manager, Cybersecurity Expert, Media and Communications professional, I have led business operations, high performing teams, developed and implemented innovative projects and initiatives that have results in positive results and transformation for the wider community and within corporate organisations. Acting with integrity, I model the highest levels of professionalism, independence, integrity, accountability and ethical behaviour, I actively promote and uphold relevant professional codes of ethics and practice, aligning business processes accordingly. Furthermore I provide a high level of honest and impartial advice to clients and stakeholders, leading by example in ethical behaviour. Dedicated to making a valuable contribution in the public service in a purpose-driven role, I am excited to utilise the vast knowledge, skills and experience I have gained with a desire to lead the Engagement and Awareness Branch to support government cyber security objectives with an emphasis on strategic communications and engagement with the media. As an articulate, confident and highly experienced communicator, I accurately present information with a high level of proficiency both orally and in writing with proficiency in translating complex information coherently and concisely for a range of audiences. Communicating meaningfully with internal and external stakeholders, I represent the work area professionally and with diplomacy whilst tactfully articulating organisational vision and key requirements. I have demonstrated excellent interpersonal skills, paving the way for performance appraisals by my supervisors, who have commended me on many occasions for my clear speaking manner, understanding and empathetic attitude whilst performing my day to day functions. Moreover I am experienced handling escalated issues, complaints and problems appropriately and promptly, dealing with people of various ages and clients from diverse cultural backgrounds, including people with limited English speaking skills.

As a results-driven and innovative professional with a strong community awareness, I am adept in responding to changing demands with a commitment to optimising technologies and processes with experience instigating opportunities for continuous improvement to improve outcomes. My broad experience working in the media can be evidenced in my work as a Commercial Radio Announcer (Capital Radio Network 3GG), Production Coordinator & Community Volunteer and Director & Chairperson (Gippsland Community Radio 3GCR), Radio Announcer (Hill FM), Production Manager & Radio Announcer (3GG 531/STAR FM and ACE Radio Broadcasters Pty Ltd). During the 2009 bushfires our station was asked to broadcast ABC Gippsland (100.7FM) due to its transmission site (Mt. Tassie) being affected by fires. Our transmitter is located in an independent site at Hernes Oak via Moe. During the Hazelwood mine fire, we relayed as much information as possible from social media feeds from EMV delegates such as CFA, EPA, Department of Health and VicPol). We regularly engaged authorised EMV delegates to talk to our listeners regarding the fire and station representatives attended arranged press briefings.

I am confident in my ability to develop, deliver and operate a cohesive and comprehensive communications and engagement service for ASD’s Australian Cyber Security Centre (ACSC) that focusses on delivering outcomes to support whole of government cyber security objectives. As a Business Owner and work as a Production Manager, I have utilised high level project management skills with proven ability to creatively problem solve and think strategically whilst coordinating major projects from project conception through to the implementation phase, consistently implementing solutions on time and budget whilst meeting specifications. I have prepared project plans, schedules, documentation and tracked progress through all stages to ensure on time delivery whilst meeting project objectives.

I have the ability to provide expert strategic direction, oversight and management of teams responding to media enquiries and proactively driving cyber security awareness through print, broadcast and social media channels in a fast paced and dynamic environment. Persuasive, confident and capable, I have held numerous leadership responsibilities with a high level of competency in leading, managing, training, mentoring and coaching team members to achieve optimal results and service standards. Whilst leading and developing individuals and teams, I provide direction and feedback to others whilst motivating, influencing and engaging team members in the achievement of individual and team goals. I have the ability promote the department’s strategic themes and priorities based on a sound understanding of the department’s role in the Australian Public Service environment with a broad knowledge of government policies, promoting the department’s priorities and business directions. Furthermore as a leader in both the media and cybersecurity industry, I have the ability to provide meaningful direction and work with staff to translate strategic priorities into business processes, outcomes and outputs.

I support organisational objectives and recognise how my work contributes to the achievement of goals, organisational purpose and direction, practicing sound judgement and decision making.

In my current role as a Business Owner of Cyber Security Services over the past 2+ years, I have successfully raise awareness on cyber related issues, utilising a wide range of platforms to reach wider audiences, such as LinkedIn and Twitter. Moreover I conduct extensive research into current and emerging issues to apply a knowledge of current issues whilst creating social media content to raise awareness of issues and trends. Moreover I wrote a Twitter post that was re-tweeted by the Australian Signals Directorate, my account was followed

by Australian Cyber Security Centre and I gained over 1,000,000 impressions on Twitter through the regular posting and presenting of data to raise public awareness. I understand that as people and systems become increasingly interconnected, the quantity and value of information held online has increased. So have efforts to steal and exploit that information, hence cyberspace, and the dynamic opportunities it offers, is under persistent threat. Malicious cyber activity is a security challenge for all Australians, therefore Australian organisations across the public and private sectors have been compromised by state-sponsored or non-state actors. I welcome the opportunity to contribute productively to ASD’s corporate decision-making process as a senior ASD leader and deliver national cyber security capabilities consistent with the Cyber Security Strategy and Government policy.

STATEMENT

EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation | Position No: A607/2020 | DFAT Demonstrating significant successes in high-level communications and policy advice, I am eager to contribute as an EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation, having achieving outcomes in cross government and whole-of government settings. My experience undertaking complex work under limited direction can be evidenced whilst implementing the Commonwealth Scholarships Program for Young Australians, where I conducted research and analysis to build an evidence base for regional borders, based on proportion of unemployed youth in each region. I analysed occupations in demand and growth industries. Once a list was developed, I liaised with stakeholders to refine occupations and create a final list that is used today. I effectively completed this work with an APS5, managing the project and executing all tasks, maintaining the project plan, adhering to a timetable and updating my Supervisor.

I am highly skilled in developing evidence-based, complex policy proposals that meet government needs, which have consistently been accepted due to clear arguments presented. Recent policy proposals include the borders for the ten regions where the program is being delivered. This research was sound and used by another team who must implement the Industry Training Hubs in the same ten regions as the scholarship program. I exercised judgement in researching and determining the borders for the ten regions which the Industry Training Hubs have used the methodology to propose their regional borders for their program. Secondly, the occupations in demand for the program was also accepted, where Scholars must study a course that leads to an occupation considered in demand and these occupations had not been previously determined. I developed a research project with methodology and cross-referencing of sources to develop a list of occupations in demand, distributed the list to stakeholders for feedback prior to finalising and sent to the Project Manager for approval.

My work has entailed considerable public contact in relation to difficult or sensitive issues and liaising with internal and external stakeholders. I worked on the Compliance Framework, which was a sensitive policy change with responsibility for liaising with internal and external stakeholders representing the department. I provided training nationally to JobActive providers who would administer the framework. I developed products to support the training including online training modules, educational and interactive games and guidance materials. The purpose of this work was to communicate the new workflow for the framework, implications if the framework was not correctly implemented and followed. After the framework was implemented, analysis was undertaken to find shortfalls and inconsistencies in how providers were implementing the policy and implement actions to rectify. After six months, I developed program assurance activities to monitor and assess the framework’s ongoing management. I represented the department during the Northern Territory Emergency Response and travelled regularly representing the department. I discussed the changes with communities to discuss sensitive issues relating to employment programs and Work for the Dole and collaborated with people at Alice Springs and Darwin state offices to coordinate setting up Work for the Dole activities in all 73 identified communities.

Communicating with influence, I am adept in engaging audiences, articulating concepts and putting forward arguments to people all levels. I engage with various stakeholders to develop organisational and whole-of-government initiatives, whilst applying effective and persuasive writing skills when preparing policy documents and briefings. I was tasked to write a research report, conducting analysis to determine the regional borders and the occupations in the demand for the program and communicated the purpose of the research with stakeholders to obtain their buy-in to provide insights from each region.

Additionally, I liaised with staff, executives, stakeholders, the procured provider, internal teams and prepared all policy briefings, Senate Estimates briefs and Executive Communications for the program to date and managed it through the department’s parliamentary system. I also wrote the program fact sheet, program guidelines and managed the publishing process on grant connect to comply with legislative requirements, published information on each scholarship awarded, engaged with each Host Employer and published the guidelines.

Acting with integrity, I uphold the APS Values, ensuring the conduct and behaviour of all personnel aligns with these values at all times. Moreover, I value inclusion, diversity and mentor staff to reach their full potential which has been achieved by supporting flexible working arrangements such as part time work, flexible hours and supporting women as an accredited Breastfeeding Friendly Workplace. I also provide staff training in Indigenous Cultural Awareness, Disability Awareness and Mental Health First Aid in conjunction with celebrating days and events to promote diversity awareness and inclusion.

STATEMENT Chief ICT Officer, RIA3169420 | Rottnest Island Authority, Department of Biodiversity, Conservation and Attractions 5

CRITERIA 1: Extensive experience in the implementation of complex ICT reform programs.

I possess extensive, long-standing experience leading, governing and implementing large-scale ICT reform programs across some of the most complex, high-risk and operationally sensitive public sector environments in Western Australia.

My portfolio spans multi-year transformation agendas, statewide network modernisation programs, enterprise-wide infrastructure uplift, large-scale platform transitions, multi-vendor integration, and highly regulated Commonwealth digital reform. This includes oversight of critical network, data centre and cloud transformations, the orchestration of interdependent delivery streams across hundreds of clinical and operational sites, and the stewardship of governance frameworks that underpin major system modernisation efforts at both state and federal levels.

As Program Manager for the Critical Health ICT Infrastructure Program (CHIIP), I exercised executive-level leadership over a reform spanning more than 450 metropolitan, regional and remote WA Health sites, replacing critical Local Area Network infrastructure and transitioning core services to an as-a-service model. The program involved managing deeply interdependent workstreams, navigating legacy technical constraints, sequencing deployment across hospitals with high clinical acuity, and maintaining continuity across environments with zero tolerance for prolonged outages. I established disciplined governance structures, uplifted program baselines, strengthened risk and dependency management and delivered executive reporting that enhanced oversight at Program Control Group level. My stewardship ensured aligned progression across scope, schedule, quality, budget and resource baselines while advancing WA Health’s system-wide digital modernisation strategy.

In my role as Manager, Program Management Office for the HealthNext Program, I provided authoritative governance over a statewide transition of WAN, data centre and platform services to a hybrid-cloud and managed-service model.

This work required deep technical literacy, sophisticated stakeholder negotiation and stringent governance disciplines.

I embedded formalised planning, assurance and reporting frameworks across multiple high-risk technical streams, improved interoperability between program and operational teams and strengthened system-wide readiness for largescale infrastructure transition.

Previously, as Project Manager for the HealthConnect WAN migration, I led the end-to-end transition of the Wide Area Network for more than 436 WA Health sites from an owner–operator configuration to a fully managed NEC service.

I oversaw readiness assessments for each site, directed multidisciplinary teams across geographically dispersed environments, managed technical and contractual complexities, and ensured change management activities were integrated with operational workflows to safeguard continuity of critical health services.

My reform leadership also extends to the Commonwealth level. As Assistant Director, Program Governance & Support at ASQA, I oversaw governance for a multi-year Digital Transformation Program designed to modernise national regulatory capability. I designed and maintained enterprise governance artefacts, uplifted reporting integrity, strengthened program auditability, and ensured alignment with the Digital Transformation Agency’s Benefits Management Policy and Tier 2 Assurance Requirements. My role required navigating cross-jurisdictional complexities, maintaining regulatory obligations, and ensuring legislative compliance in a nationally significant program.

Together, these roles demonstrate a deeply embedded capability in leading large-scale, multi-stream ICT reform initiatives characterised by complex stakeholder ecosystems, stringent governance and assurance requirements, and significant operational, technical and organisational risk. They reflect a proven ability to orchestrate interdependent workstreams, steward multi-vendor environments, maintain continuity across mission-critical services, and guide large public institutions through transformative change while upholding regulatory obligations and decision making.

CRITERIA 2: Highly developed customer-focussed service ethos, with a drive to continuously improve the delivery of information services to the business.

My professional practice is grounded in a strong, values-driven commitment to service excellence and the delivery of ICT solutions that meaningfully enable front-line, operational and strategic outcomes. I consistently champion ICT delivery models that elevate the customer experience, strengthen operational dependability and embed responsiveness, clarity and reliability into every layer of service provision. This ethos reflects a deep understanding of the diverse requirements of clinical teams, regulatory authorities, operational leaders, technical specialists and executive decision-makers, ensuring that technology services remain aligned with business priorities, user needs and whole-of-system expectations.

As Manager, Infrastructure Partners (ICT), I oversaw WA Health’s major infrastructure service providers across WAN, LAN, cloud and data centre environments. I monitored SLA compliance, interpreted incident patterns, addressed architectural and cyber security dependencies, and coordinated operational responses to safeguard system stability across a vast health network. I ensured that customer expectations were embedded into service delivery frameworks, championing uplifted assurance practices, refined reporting dashboards, and strengthened vendor engagement to improve reliability, transparency and responsiveness.

Customer-focus was also central to my leadership of the CHIIP Program, where I maintained continuous engagement with clinicians, operational leaders, technical specialists and program sponsors. I ensured that infrastructure uplift activities were sequenced, communicated and executed in ways that minimised operational disruption and accounted for the highly sensitive nature of healthcare environments. I built strong, trust-based relationships with site leaders across WA, enabling collaborative issue resolution and ensuring localised operational needs remained front and centre throughout program delivery.

During my tenure at ASQA, I enhanced internal service delivery by clarifying risk and issue management roles, standardising governance artefacts and improving executive reporting outputs. These improvements strengthened efficiency and reduced ambiguity for program teams, enabling smoother workflows and better-informed decision making. My work directly improved staff experience within the Program, operationalised consistent governance practices, and enhanced the quality of assurance provided to Commonwealth leadership.

Additionally, across my PMO, HealthNext, Oracle Remediation and HealthConnect roles, I have consistently introduced structured communication practices, facilitated readiness assessments, delivered stakeholder briefings, and ensured service partners and internal ICT teams were aligned to expectations for continuity, performance and customer value.

Through these experiences, I have cultivated a deeply embedded ethos of customer stewardship, ensuring that technology functions operate as trusted enablers of business outcomes, operational efficiency and long-term organisational resilience. This approach reflects a deliberate commitment to aligning ICT services with user expectations, strengthening the reliability of critical systems and embedding a culture of responsiveness, accountability and continuous improvement across all facets of digital service delivery.

CRITERIA 3: Substantial initiative to improve efficiency, performance or stability of system or process Across all my leadership roles, I have demonstrated substantial initiative in enhancing the efficiency, stability and performance of critical systems, governance structures and operational processes. I proactively identify systemic weaknesses, diagnose root causes, develop pragmatic solutions and steward their implementation to optimise organisational outcomes. As PMO Manager for HealthNext and Oracle Remediation, I introduced structured governance artefacts, clarified cross-team responsibilities, established stronger performance-tracking mechanisms, and uplifted reporting accuracy. These improvements enhanced the predictability of delivery, reduced friction between teams and strengthened executive oversight during periods of rapid technical transition.

In CHIIP, I led a comprehensive re-baselining of the entire program after identifying misalignment across structure, budget forecasting and schedule sequencing. This required extensive consultation with the Program Director, Accountant, Scheduler and delivery leads to reconstruct organisational charts, clarify reporting lines, correct resourcing allocations, reconcile financial models and update the master schedule. My initiative substantially improved governance integrity, reduced reporting ambiguity and strengthened the program’s ability to withstand delivery pressure. As Manager, Infrastructure Partners (ICT), I initiated improvements to vendor performance management by uplifting assurance processes, refining service performance analytics, establishing clearer reporting structures, and improving collaboration between internal ICT, cyber security, architecture and delivery teams. These initiatives strengthened system resilience across critical ICT infrastructure underpinning statewide health operations.

At ASQA, I took initiative to address inconsistencies in risk and issue management that were undermining regulatory oversight and delaying timely escalation. I designed a new Risk and Issue Management Plan aligned with ISO 31000 and SAFe, supported by templates, guidance materials and capability uplift sessions. I integrated this framework into Program Board reporting, improving transparency and enabling earlier intervention on emerging risks. This initiative directly increased stakeholder confidence and improved governance consistency across the Digital Transformation Program.

Collectively, these initiatives demonstrate a consistent track record of identifying inefficiencies, introducing highvalue improvements, and strengthening overall organisational capability, stability and delivery performance in complex ICT environments statewide. They further reflect my ability to anticipate systemic risks, apply disciplined analytical judgement and implement evidence-informed solutions that enhance operational resilience, optimise service delivery and support enduring digital transformation across large, mission-critical public sector settings.

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